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Annual Report 2015
Fiscal Year Ended March 31, 2015
Daikin—Aiming to
Be a Truly Global Excellent Company
through Continued Reforms in
Preparation for the 100th Anniversary
of its Founding
In October 2014, Daikin celebrated the 90th anniversary of its founding. A company with core businesses
in the fields of air-conditioning systems, fluorochemicals, oil hydraulics, and defense products, Daikin has
continually evolved in step with the times and in response to social paradigm shifts.
In its pursuit of improved energy conservation performance and environment-friendliness, Daikin has
repeatedly realized important innovations with respect to air-conditioning and refrigerant technologies. The
Company’s development of new applications for fluoroplastics, fluororubbers, and fluorochemicals has
spurred major changes in people’s work and lives. Our main market foci have been gradually shifting from
Japan to overseas, and overseas sales have grown to account for more than 70% of our total net sales.
Going forward, we will sustain our efforts to augment our corporate value by increasing our contributions
to global environmental conservation and energy control as well as our contributions to elevating levels of
amenity and convenience in the daily lives of people throughout the world.
As we advance toward the 100th anniversary of our founding, we are striving to be a “Truly Global and
Excellent Company,” by implementing business model reforms and establishing organizational and man-
agement systems tailored to the requirements of a multinational enterprise.
Contents
Our Group Philosophy ..................... 1
Financial Highlights ......................... 2
At a Glance ..................................... 3
A Message from the CEO ................ 4
Interview with the CEO ................... 6
Review of Operations
Air Conditioning
The Japanese Market ............... 12
The Global Market .................. 14
Chemicals ................................. 16
Oil Hydraulics ............................ 18
Defense ..................................... 19
Corporate Governance.................. 20
Directors, Audit and Supervisory
Board Members, and Executive
Officers ................................... 22
CSR
(Corporate Social Responsibility) ... 23
Financial Section
Eleven-Year Financial Highlights . 28
Financial Review ........................ 30
Consolidated Balance Sheet ...... 36
Consolidated Statement of
Income .................................... 38
Consolidated Statement of
Comprehensive Income ........... 39
Consolidated Statement of
Changes in Equity ................... 39
Consolidated Statement of
Cash Flows .............................. 40
Notes to Consolidated
Financial Statements ................ 41
Independent Auditors’ Report ... 68
Corporate Data ......................... 69
Forward-Looking Statements
This annual review contains statements regarding the future plans and strategies of Daikin Industries, Ltd. (the Company), as well as the Company’s future performance. These
statements are not statements of past facts but are based on judgments made by the Company on the basis of information known at the time. Therefore, readers should refrain
from drawing conclusions based only on these statements regarding the future performance of the Company. The actual future performance of the Company may be influenced
by economic trends, strong competition in the industrial sectors where it conducts its operations, foreign currency exchange rates, and changes in taxation and other systems. For
these reasons, these forward-looking statements are subject to latent risk and uncertainty.
1
2
3
4
5
6
7
8
9
Our Group Philosophy
Create New Value by Anticipating the Future Needs of
Customers
Contribute to Society with World-Leading Technologies
Realize Future Dreams by Maximizing Corporate Value
Think and Act Globally
Be a Flexible and Dynamic Group
1. Flexible Group Harmony
2. Build Friendly yet Competitive Relations with Our Business Partners to
Achieve Mutual Benefit
Be a Company that Leads in Applying Environmentally
Friendly Practices
With Our Relationship with Society in Mind, Take
Action and Earn Society’s Trust
1. Be Open, Fair, and Known to Society
2. Make Contributions that Are Unique to Daikin to Local Communities
The Pride and Enthusiasm of Each Employee Are the
Driving Forces of Our Group
1. The Cumulative Growth of All Group Members Serves as the Foundation
for the Group’s Development
2. Pride and Loyalty
3. Passion and Perseverance
Be Recognized Worldwide by Optimally Managing the
Organization and its Human Resources,
under Our Fast & Flat Management System
1. Participate, Understand, and Act
2. Offer Increased Opportunities to Those who Take on Challenges
3. Demonstrate Our Strength as a Team Composed of Diverse Professionals
10
An Atmosphere of Freedom, Boldness, and “Best
Practice, Our Way”
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015
1
Financial Highlights
Daikin Industries, Ltd. and Consolidated Subsidiaries
Years Ended March 31
Operating Results (for the year):
Net sales
Gross profit
Operating income
Net income
Cash Flows (for the year):
Net cash provided by operating activities
Net cash used in investing activities
Free cash flow (Note 1)
Net cash used in financing activities
Financial Position (at year-end):
Total assets
Total shareholders’ equity
Per Share Data (yen):
Net income (basic)
Shareholders’ equity
Cash dividends
Cash flow per share
Ratios (%):
Gross profit margin
Operating income margin
Return on shareholders’ equity (ROE)
Shareholders’ equity ratio
Millions of yen
2014
2015
¥1,787,679
568,323
156,537
92,787
¥1,915,014
649,902
190,588
119,675
¥179,713
(80,835)
98,878
(38,249)
¥160,423
(77,331)
83,092
(83,073)
¥2,011,870
801,853
¥2,263,990
1,024,725
¥ 318.33
2,748.08
50.00
339
¥ 410.19
3,511.34
100.00
285
31.79%
8.76
13.07
39.86
33.94%
9.95
13.10
45.26
Notes: 1. Free cash flow = Net cash provided by operating activities + net cash used in investing activities.
2. Accompanying a change in accounting policy, effective from April 1, 2014, the consolidated financial statements for the fiscal year ending March 31, 2014 and subsequent years have
been revised.
Net Sales, Gross Profit,
and Gross Profit Margin
Operating Income and
Operating Income Margin
(¥ billion)
2,000
1,500
1,000
500
0
(%)
40
30
20
10
0
(¥ billion)
200
150
100
50
0
ROE
（%）
15
12
9
6
3
0
(%)
12
9
6
3
0
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
Net Sales
Gross Profit
Gross Profit Margin
Operating Income
Operating Income Margin
2
At a Glance
Percentage of Net Sales
Air-Conditioning 89.3%
Chemicals 7.8%
Defense 0.9%
Oil Hydraulics 1.7%
Net Sales and Operating Income (Loss)
Major Products
Description
Air-
Conditioning
(¥ billion)
2,000
170.5
1,710.9
1,500
1,000
500
0
(¥ billion)
200
150
100
50
0
2011
2012
2013
2014
2015
Since becoming the first in Japan to
manufacture packaged air-condition-
ing systems in 1951, Daikin has sup-
ported comfortable living based on the
strengths of technologies that it has
itself nurtured as the world’s sole
manufacturer to create a full line of
products from refrigerants to air
conditioners.
• Room air-conditioning systems
• Heat-pump hot-water-supply and room-heating
systems
• Packaged air-conditioning systems
• Multiple air-conditioning systems for office
buildings
• Air-conditioning systems for facilities and
plants
• Medium- and low-temperature air-conditioning
systems
• Absorption refrigerators
• Humidity-adjusting external air-processing units
• Air purifiers • Water chillers
• Air-handling units
• Marine-type container refrigeration
Chemicals
(¥ billion)
(¥ billion)
160
120
80
40
0
16.6
149.6
24
18
12
6
0
2011
2012
2013
2014
2015
• Fluorocarbons
• Fluoroplastics
• Fluoroelastomers
• Fluoropaints
• Fluoro coatings
• Fluorinated oils
• Water and oil repellent agents
• Mold release agents
• Pharmaceuticals and intermediates
• Semiconductor-etching products
• Dry air suppliers
In 1933, Daikin was the first in Japan
to engage in research on fluorinated
refrigerants. Today, our activities range
from research and development to
commercialization, and we offer a
lineup of more than 1,800 fluorine
compounds.
Oil Hydraulics
(¥ billion)
40
30
20
10
0
2.2
33.1
(¥ billion)
40
30
20
10
0
-10
Defense
2011
2012
2013
2014
2015
(¥ billion)
(¥ billion)
20
15
10
5
0
0.7
17.6
0.8
0.6
0.4
0.2
0
2011
2012
2013
2014
2015
• Oil hydraulic pumps
• Oil hydraulic units
• Oil hydraulic valves
• Cooling equipment and systems
• Hydrostatic transmissions
• Centralized lubrication units and systems
Daikin’s unique hydraulic technologies
offer outstanding energy-conservation
performance and are contributing to
the development of industry by
unleashing the potential of power
control.
• Warheads for Japan’s Ministry of Defense
• Warhead parts for guided missiles
• Home-use oxygen therapy equipment
Daikin’s superior machining and quali-
ty control technologies are used in the
production of defense-related products
and other industries where high levels
of precision and performance are
critical.
3
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section A Message from the CEO
4
Continuing the momentum of
record results in fiscal 2014, Daikin
has welcomed fiscal 2015, which is
the 90th anniversary of our found-
ing. Going forward, the Daikin
Group will expand business global-
ly while reforming its business
model and improving the environ-
mental performance of its
products and technologies.
June 2015
Masanori Togawa
President and CEO
Moving Further Ahead toward
the 100th Anniversary of
Daikin’s Founding
In fiscal 2015, ended March 31, 2015, Daikin com-
in 145 countries around the world, and non-Japa-
memorated the 90th anniversary of its founding by
nese employees have grown to account for approx-
attaining new record high levels of consolidated
imately 80% of our human resources. While
net sales and net income for the fifth consecutive
increasing the cohesiveness and integration of our
year. In fiscal 2016, the Daikin Group will sustain its
operations with their respective countries and
process of dynamic corporate reforms and evolu-
regions, we are striving to provide work environ-
tion with the goal of overcoming fierce global
ments that enable each and every employee—
competition as it proceeds toward its 100th anni-
regardless of their nationality, age, or gender—to
versary.
maintain high levels of vitality and motivation,
In accordance with the fundamental policy of
make the most of their talents and skills, and
Daikin’s FUSION 15 strategic management plan—
achieve personal growth as employees and as indi-
concurrently achieving environmental contributions
viduals. In particular, within Japan, we are stepping
and business expansion—we have promoted
up our efforts to promote the career development
broader-scale use of high-efficiency air-conditioner
of our female employees as well as augmenting
products, provided energy conservation solutions,
our support systems designed to make it easier for
undertaken environmental innovation-centered
those employees to balance their work with their
business, and taken many other similar initiatives.
personal responsibilities.
And we have implemented these measures on a
Looking ahead toward the 100th anniversary of
global scale. Aiming to accelerate and increase the
Daikin’s founding, we intend to sustain the rapid
sophistication of our environmental technology
pace of our corporate evolution and growth. While
development during fiscal 2016, we are preparing
fulfilling our wide range of responsibilities to soci-
to inaugurate our new Technology Innovation
ety, we will be doing our utmost to elevate our
Center. While broadening our focus from “air con-
enterprise value. Being determined to generate
ditioning” to “air” and from “buildings” to “spac-
business results that live up to the expectations of
es,” we are endeavoring to realize the innovations
our shareholders as well as our great number of
required to create a sustainable society.
stakeholders throughout the world and inspire still
Human resources are a key driver of the Daikin
further increases in the trust and confidence they
Group’s growth, and we will be progressively
have with respect to Daikin, we will seek to under-
increasing our emphasis on fostering human
take management decision-making processes in an
resource development going forward. Currently,
expeditious and optimal manner.
our operations have expanded to include presences
5
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Interview with the CEO
Comprehensively Completing
FUSION 15 and Realizing
the Objective of Making Daikin a
“Truly Global and Excellent Company”
During fiscal 2015, Daikin attained new record high levels of revenue and profit.
Fiscal 2015 was the penultimate year covered by the five-year FUSION 15 strategic
management plan, and, during the year, Daikin was able to achieve the operating
income target set for the final year of the plan, a year ahead of schedule. Fiscal 2016
will be a year in which Daikin makes further steady progress toward comprehensive-
ly completing FUSION 15 and realizing the objective of becoming a “truly global and
excellent company.”
Q1 Please explain the market
environment in fiscal 2015 and
consumption following the consumption
our businesses, we proactively responded
tax rate hike, and there continued to be
to the changes taking place with respect
Daikin’s business results which have
many difficult-to-predict elements of the
to each geographic region and each prod-
continued to reach record highs.
global situation.
uct category. By taking measures to aug-
Since the Daikin Group’s overseas sales
ment our marketing and sales power and
Concertedly Rallying the Group’s
ratio has risen to approximately 74%,
reduce our fixed costs along with such
Comprehensive Range of Strengths
we faced a harsh operating environment
measures as those to shift a portion of
Togawa: Regarding the global economy
during the year. However, we adopted a
manufacturing operations to Japan in
during fiscal 2015, the United States was
New Year Policy for 2014—a landmark
response to foreign exchange rate trends,
able to expand its economy against the
year insofar as it marked the 90th
we strove to elevate our performance.
backdrop of robust domestic demand.
anniversary of Daikin’s founding—of
Concertedly rallying Group strengths in
The European economy got support from
“Let’s all accomplish our goals now.
accordance with the 2014 New Year Policy
monetary easing and lower crude oil pric-
~keep on actions one after another~.” In
enabled us to achieve extremely robust
es, but the trend of recovery was weak
line with that policy, we strove to make
performance. Consolidated net sales
overall, and the pace of expansion in
strategy adjustments designed to enable
increased by 7.1% year over year, to
emerging country economies centered on
us to attain the targets for the final year
¥1,915,014 million. Consolidated operat-
China slackened. Economic recovery in
of the FUSION 15 strategic management
ing income increased by 21.8%, to
Japan was sluggish owing to a drop in
plan a year ahead of schedule. In each of
¥190,588 million. Consolidated net
6
June 2015
Masanori Togawa
President and CEO
FUSION 15 Target for FY2016 (FY2014–2016)
Net sales
Aiming to increase consolidated net sales to ¥2,060
billion—in excess of the FUSION 15 target
Operating income
Reached our target a year ahead of plan
1,915.0
1,787.7
2,060.0
2,050.0
(¥ billion)
2,500
2,000
1,500
1,000
0
(¥ billion)
(%: Operating income margin)
212.0
(10.3%)
190.6
(10.0%)
190.0
(9.3%)
156.5
(8.8%)
250
200
150
100
0
FY2014
actual results
FY2015
actual results
FY2016
initial plan
FY2016
goal
FY2014
actual results
FY2015
actual results
FY2016
initial plan
FY2016
goal
7
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section Interview with the CEO
income increased by 29.0%, to ¥119,675
while boosting our operating income ratio
Q2 What are your fundamental
million. This represented a second consec-
to above 10%. It is also highly significant
strategies for fiscal 2016, the final
utive year in which we attained new
that our net income surpassed the
year of FUSION 15?
record high levels of both revenue and
¥100 billion level for the first time in
profitability.
the Group’s history.
Strategic Adjustments for Attaining
Moreover, we surpassed the FUSION 15
final-year operating income target of
¥190 billion a year ahead of schedule
8
Still Higher Targets
Togawa: The quantitative targets of our
plan (drafted in November 2013) for the
last three years of FUSION 15 were ¥2,050
billion in consolidated net sales and
¥190 billion in consolidated operating
income. However, we were able to attain
the operating income target a year ahead
of schedule, in fiscal 2015. In view of that,
we have raised our fiscal 2016 targets to
¥2,060 billion in net sales (up 8% year on
year) and ¥212 billion in operating income
(up 11% year on year) and begun work-
ing to reach those targets. We have draft-
ed and begun implementing appropriate
plans for the measures required to attain
the new targets, and we will continue
adjusting our strategies as we move
ahead. The current fiscal year is a period
for comprehensively completing FUSION
15, and we are aiming to link the results
of the plan to the characteristics of our
next strategic management plan.
We are anticipating gradual expansion
of the global economy, but there are risks
of temporary deterioration in economic
conditions in China and Europe. Euro
depreciation and the general tendency to
depreciate seen among emerging country
currencies have a large negative impact on
Daikin’s performance, as we record con-
siderable shares of our sales in Asian and
European markets. To overcome this
impact, we will continue augmenting our
marketing and sales power, placing partic-
ular emphasis on the deeper cultivation of
air-conditioning markets in North America
and Asia, while seeking to expand our
performance in each region of the world.
Since building a solid and resilient
business structure is of crucial importance,
strongly promoting sales of such products
costs, we are working to expand our
we are moving further ahead with such
will enable us to greatly expand our sales
profitability in fiscal 2016.
measures as those to reduce fixed costs.
over the medium-to-long term.
In the Japanese air-conditioner market,
Q3 Could you explain by region
the details of the measures you are
Regarding the Asia region, we greatly
we are aiming to alleviate the negative
increased our air-conditioner product sales
impact of yen depreciation by promoting
in the region as a whole during fiscal
greater sales of high-value-added prod-
2015, and we were able to become the
ucts and moving further ahead with
taking to more-deeply cultivate
No. 1 company in terms of sales in
cost-cutting measures, and we, thereby,
air-conditioning markets in North
Vietnam. We plan to continue augment-
will endeavor to sustain growth in profit-
America and Asia?
ing our efforts to develop additional mar-
ability during fiscal 2016. Moreover, tak-
keting outlets and promote greater sales
ing full advantage of the opportunities
Potential for Becoming No. 1 in North
of our VRV air-conditioning systems (mul-
presented by the increasing rigor of envi-
America and Already Becoming No. 1
tiple air-conditioning systems for office
ronmental regulations, we are working to
in Asian Markets
buildings). Aiming to expand our overall
increase our shares of markets for both
Togawa: Regarding North American
share of the residential market, we are
residential- and commercial-use products
air-conditioning business, we achieved
promoting greater sales of residential-use
by offering products and services that are
large sales growth during fiscal 2015 in
high-value-added products from an exten-
increasingly appealing owing to our
each principal segment of our business—
sive lineup that includes models using the
strong energy conservation technologies.
residential unitary products that are the
new refrigerant R32, a new refrigerant
Fiscal 2016 will be a year during which
mainstream products in that region,
with low global-warming potential (GWP),
we will be making full-scale efforts to
applied (large-scale commercial-use), and
while concurrently launching additional
obtain orders associated with the large-
Japanese-style ductless products that offer
volume-zone inverter products. We are
scale redevelopment projects being under-
outstanding energy conservation perfor-
aiming to become the No. 1 company in
taken in preparation for the Tokyo
mance—and we were able to record
terms of sales in India and Thailand during
Olympic Games in 2020. Since the capital
growth in both revenue and profitability.
fiscal 2016, and we are also seeking to
region accounts for approximately 40% of
We are steadily realizing additional syn-
attain the No. 1 position in Indonesia as
Japan’s total demand for air-conditioning
ergies with U.S.-based Goodman, which
early as possible.
products, we are shifting marketing staff
we acquired in 2012. In the second year
Our air-conditioning business in China
to that region to intensify our marketing
following the acquisition, we moved fur-
continues to face challenging market con-
activities there to the greatest possible
ther ahead with such rationalization mea-
ditions, including a decline in large-scale
degree.
sures as those designed to promote the
investments and real estate projects stem-
Regarding our air-conditioning business
integration of procurement functions and
ming from the slackening of China’s
in Europe, harsh economic conditions
the elevation of distribution efficiency, and
economic growth. To overcome those
along with challenges presented by such
our full-scale efforts to promote greater
challenges, we are leveraging our power-
factors as cool summer weather in south-
sales of ductless products made a signifi-
ful marketing systems centered on the
ern Europe caused our overall sales in the
cant contribution to our performance. We
nationwide Daikin PROSHOP network of
region to decline during fiscal 2015.
are determined to achieve our target of
specialty and ordinary retail sales outlets
In fiscal 2016, we will be responding to
increasing the cumulative amount of
while stepping up our proposal-based
conditions in each European region by
annual quantitative synergies generated
marketing operations in the residential-
reinforcing our product lineup as well as
to ¥24 billion in operating income in fiscal
use market, where demand is robust,
implementing marketing strategies finely
2016, the third year following the acquisi-
as well as in the commercial-use market.
tailored to address the needs of each
tion.
Through those efforts, the launch of such
region and, against the backdrop of
Energy-conserving types of products
new products as highly differentiated mul-
increasingly strict environmental regula-
have not yet greatly penetrated the North
tiple air-conditioning systems for residen-
tions, we will strive to expand our sales
American market, and we believe that
tial use, and sustained measures to reduce
of heat-pump hot-water-supply and
9
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Interview with the CEO
room-heating systems. We are continuing
acquisition will also allow Daikin to lever-
manufacturing technologies with Daikin’s
to strengthen our business systems in
age Solvay’s lineup of automobile-use
advanced manufacturing technologies, we
Europe as a means of preparing to quickly
refrigerants to further strengthen its rela-
anticipate realizing a large increase in
expand our profitability there when eco-
tionships with automobile manufacturers
manufacturing efficiency and the timely
nomic conditions improve in the future.
and thereby expand the scope of its busi-
market launches of strategic products
ness operations.
Q4 What kinds of measures
will you be implementing in your
Q5 You will be inaugurating a
with a high level of cost-competitiveness.
Through these initiatives, we will be pro-
gressively augmenting our presence in the
U.S. market, which is the world’s largest
Chemicals business?
new strategic business plan from fis-
air-conditioning product market.
cal 2017. Please explain the kinds of
In November 2015, we plan to com-
Establishing a Full-Scale Presence in
measures you will be implementing
plete and begin operating our Technology
the European Refrigerants Market
during fiscal 2016 in preparation for
Innovation Center (TIC) on the grounds of
Togawa: Despite challenges presented by
initiatives during the five-year period
the Yodogawa Plant, in Osaka.
the increasing strength of local chemical
of the upcoming plan.
As the core R&D base for Daikin’s global
manufacturers in China, we are concerted-
operations, the TIC will undertake R&D
ly employing our research, technology, and
Large-Scale Upfront Investments for a
related to world-leading advanced tech-
marketing strengths to accelerate our
Consolidated Goodman Facility in the
nologies, and we intend to use the tech-
development of new applications and
U.S. and for R&D System Renovation
nologies created by the TIC to greatly
expand our sales in such robust markets as
Togawa: We are currently proceeding
increase the efficiency and speed of our
those associated with automobiles, infor-
with the drafting of the new strategic
programs to develop core technologies for
mation terminals, and semiconductors.
business plan, and we are also implement-
such strong Daikin businesses as those in
In February 2015, Daikin acquired the
ing upfront investments that provide a
heat pumps, inverters, and fluorochemi-
refrigerant business in Europe (FY2013
strong foundation for a surge of corporate
cals. We anticipate that the TIC will enable
sales of approximately 53 million) of
growth in the future.
Daikin to generate a continuing series of
Solvay S.A., a major Belgium-based chem-
Aiming to expand U.S.-based
new technologies, products, and services
ical group. In accordance with its special
Goodman’s air-conditioning product busi-
in line with the demands of our customers
responsibility as the world’s only enterprise
ness in North America over the medium-
and of society at large. To do this, we will
with capabilities for manufacturing both
to-long term, we are constructing a new
be deepening our relationships with
air-conditioning equipment and refriger-
facility in a suburb of Houston, Texas,
universities, research institutions, and
ants, the Daikin Group is seeking to pro-
where Goodman’s headquarters is locat-
companies from diverse other industries
mote the use of refrigerants with low
ed. The new facility is designed to inte-
throughout the world as we strive to pro-
global-warming coefficients and thereby
grate the operations of Goodman’s four
mote collaborative creation of innovation
help restrain the global-warming trend.
manufacturing and distribution bases in
that integrates the technologies and
The restrictions on fluoron gases that con-
the United States as well as to help con-
expertise of the various partners.
tribute to global warming are becoming
solidate marketing and support functions.
We believe this approach will enable us
stricter owing to Europe’s F-Gas
Besides augmenting manufacturing
to make sustained contributions to global
Regulations, which are requiring a shift to
capabilities in preparation for future
society while also allowing us to outcom-
the use of refrigerants with relatively low
growth, the new facility will unify previ-
pete rival companies.
global-warming coefficients. Using its new
ously scattered manufacturing and distri-
local capabilities for producing such low
bution units in a way that will greatly
global-warming coefficient refrigerants,
shrink lead times and enable the building
Daikin is undertaking measures to estab-
of manufacturing systems that can flexibly
lish a full-scale presence in European
respond to demand trends. Moreover, by
refrigerant markets. The business
integrating Goodman’s low-cost
10
Q6 Please explain your thoughts
commemorate the 90th anniversary of
conditioners of the earth,” and we are,
about Daikin’s fundamental policy on
Daikin’s founding by recording growth in
therefore, striving through the “Forests for
shareholder returns and about divi-
both revenue and profit for the fifth con-
the Air” project to protect virgin forests in
dend levels in fiscal 2015 and fiscal
secutive year, and we attained record high
the Amazon basin and six other regions of
2016.
levels of both consolidated net sales and
the world from the primary causes of for-
consolidated net income. Cash dividends
est loss.
Strong Performance Reflected in
applicable to fiscal 2015, including a spe-
In view of the many voices currently
Shareholder Returns
cial ¥10 dividend commemorating the
demanding that companies do a better
Togawa: Corporate operating environ-
90th anniversary, amounted to ¥100 per
job measuring and managing the diverse
ments are changing at a dizzying speed,
share, a ¥50 increase from the previous
kinds of impact they exert on society, we
and Daikin has responded to date by
fiscal year. For fiscal 2016, the Company
are giving strong emphasis to further
taking measures to accelerate its global
plans to distribute a total annual cash
strengthening our corporate governance
business development and promote
dividend of ¥110 per share.
systems and expanding the scope of our
environmental innovation business as well
as to realize speedy business expansion
through acquisitions, alliances, and collab-
Q7 In the context of your pursuit
CSR activities to encompass the entirety of
our value chains.
Going forward, we will do our utmost
orations. We have decisively moved ahead
of profits, what kind of CSR measures
to continue implementing FUSION 15 in
with the implementation of growth-
are you implementing? Also, please
ways that concurrently achieve environ-
oriented investments, and we have been
give us a concise message to Daikin’s
mental contributions and business expan-
able to expand our business results by
shareholders.
steadily reaping the fruits of those invest-
sion, help build a sustainable society, and
elevate our enterprise value as well as our
ments. Going forward, we do not intend
Endeavoring to Alleviate Climate
market value in the medium-to-long term.
to change this fundamental approach.
Change, Promote High-Amenity
As we move ahead toward the 100th
Aiming to become a truly global and
Lifestyles, and Elevate Enterprise
anniversary of Daikin’s founding, I hope
excellent company, we will proceed with
Value
for your continued understanding and
measures to achieve FUSION 15 targets
Togawa: Since its principal business is
support.
and prepare for an additional surge of
focused on air-conditioning products,
business development and growth by
which account for a large share of electric
undertaking strategic investments
power consumption, the Daikin Group is
designed to promote global business
strongly conscious of its responsibility to
development, the development of
undertake CSR activities that protect the
products with outstanding environment-
global environment.
friendly characteristics, and will tirelessly
Besides providing products with out-
endeavor to upgrade our competitive
standing energy conservation perfor-
power and our business performance. At
mance and other products and services
the same time, aiming to build a highly
that help restrain greenhouse gas emis-
sound financial position, we are accelerat-
sions, the Daikin Group is emphasizing
ing our efforts to reduce our interest-
measures to promote the global diffusion
bearing debt ratio, increase our working
of refrigerants with low global-warming
capital efficiency, and otherwise create a
coefficients. In addition, the Group has
highly resilient corporate structure.
noted that forest destruction is another
Moreover, we are intending to further
factor contributing to climate change, and
augment shareholder returns.
it, therefore, began implementing its
In fiscal 2015, with the support of
“Forests for the Air” project in fiscal 2015.
our shareholders, we were able to
We consider forests to be “the natural air
11
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Review of Operations
Current
Highly Differentiated, High-Value-Added
Offerings Support Strong Sales of
Commercial-Use Products
While the Japanese commercial air-condi-
products as those of the Ve-up series of
energy conservation standards prior to
tioning equipment market during fiscal
multiple air-conditioning systems for
their introduction, and other high-value-
2015 was impacted by a demand slump
office buildings, and the Group’s sales
added models, but the large impact of the
following accelerated demand in advance
of commercial-use products surpassed
decrease in overall demand caused the
of the consumption tax rate hike, support
their level in the previous fiscal year.
Group’s sales of residential air-condition-
from an increase in capital investment and
In Japan’s residential air-conditioning
ing products to fall below their level in the
the government’s energy conservation
market, unfavorable summer weather
previous fiscal year.
investment support policies kept the level
trends and a delay in the post-consump-
The Group’s overall sales of commercial
of demand at roughly the same level as in
tion tax hike recovery of consumption
and residential air-conditioning products
the previous year. The Daikin Group
kept demand lower than in the previous
were higher than in the previous year.
moved ahead with its marketing promo-
fiscal year. The Daikin Group worked to
Reflecting this, selling price setting poli-
tion activities for such highly differentiat-
differentiate its products by making all its
cies designed to reflect the rise in materi-
ed products as FIVE STAR ZEAS, which
wall-mounted room air-conditioner mod-
als procurement costs owing to yen
uses the low global-warming factor refrig-
els compatible with R32 refrigerant and
depreciation, and thorough cost reduction
erant R32, and Eco-ZEAS80 models as
worked to promote sales of the Urusara 7
measures, a year-on-year increase in oper-
well as for such high-value-added
room air conditioner, which met 2015
ating income was achieved.
Air Conditioning
The Japanese Market
12
Solutions business operations provide new value by addressing needs
through means not limited to the marketing of equipment products.
Promoting sales of highly differentiated, high-value-added products with outstanding energy conservation
performance and environment-friendliness
Such air-conditioning equipment
selling price policies, the Company will
addition, in response to the imple-
demand-related economic indices as per-
aim to realize increases in both sales and
mentation of Japan’s revised Act on the
sonal consumption, housing construction
profitability.
Rational Use of Energy (2013) and Act on
starts, and private-sector capital invest-
Regarding commercial air conditioners,
the Rational Use and Proper Management
ments are all projected to show year-on-
Daikin will emphasize sale promotion
of Fluorocarbons (2015) Daikin will
year increases during fiscal 2016.
programs for such highly differentiated
endeavor to provide new value through its
In its domestic air-conditioning equip-
products as the FIVE STAR ZEAS and
solutions business centered on energy-con-
ment business, Daikin will fully leverage
Eco-ZEAS80. Because air-conditioning
serving equipment and related services and
the profit base it has built to date while
needs associated with the large-scale rede-
thereby aim to expand its market share.
strengthening its marketing activities
velopment projects being undertaken in
With respect to residential air condi-
tailored to the special situations of each
preparation for the 2020 Tokyo Olympic
tioners, Daikin will seek to promote great-
region to accelerate the development of
Games are expected to become full-
er sales of high-value-added products
additional marketing outlets and markets
fledged during fiscal 2016, Daikin intends
centered on Urusara 7 models while also
and while undertaking fundamental
to augment and strengthen its marketing
further increasing its competitive power in
reforms of its marketing capabilities. In
systems in the capital region and strive to
the volume-zone product sector as a
addition, by thoroughly maintaining its
obtain orders related to those projects. In
means of expanding its market share.
Reinforcing Marketing Systems with
an Eye to the Upcoming Tokyo
Olympic Games
Future
13
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Review of Operations
Current
Strong Performance in the United States,
China, and Southeast Asia
During fiscal 2015, global air-condition-
Increased sales were also recorded in
ing equipment business sales grew in all
the Asia and Oceania region. Major fac-
countries and regions other than Europe,
tors contributing to this increase included
and overall sales surpassed their level in
the forceful promotion of new marketing
the previous year.
outlet development and the launch of
In North America, in advance of an
highly differentiated products that offer
increase in the rigor of energy-conserva-
superior energy-conservation perfor-
tion regulations, Daikin recorded strong
mance and use R32 refrigerant. Strong
sales of its mainstay residential-use uni-
performance was achieved in each coun-
tary air-conditioning equipment prod-
try in which Daikin has established a
ucts as well as of ductless products,
presence, and particularly strong sales
which are mainstream offerings in the
increases were recorded in Vietnam and
Japanese market. The ductless product
Indonesia, where the expansion of
lineup centers on the VRV air-condition-
demand for air conditioners has been
ing systems (multiple air-conditioning
especially large.
systems for office buildings) marketed
Although operations in Europe faced
through Goodman channels. As a result,
challenges stemming from the delay of a
year-on-year increases were achieved in
recovery in the EU economy as well as
sales of residential-use products and
from relatively cool summer weather in
light commercial-use products for
southern European countries that are
medium-scale office buildings. Sales
principal markets, Daikin’s implementa-
in applied (large-scale commercial)
tion of marketing policies focused on
air-conditioning equipment business also
addressing recoveries in construction-
expanded, reflecting growing sales of
related demand in the U.K. and Germany
high-value-added products.
enabled strong performance in sales of
In China, Daikin expanded its nation-
commercial-use products. In France,
wide marketing network centered on
which has increased the rigor of its envi-
ordinary retailers as well as exclusive
ronmental regulations, Daikin emphasized
Daikin PROSHOP retail sales outlets and
the marketing of heat-pump hot-water-
was able to expand its sales, particularly
supply and room-heating systems.
sales of residential-use multiple air-condi-
tioning systems. Applied business also
grew, and overall sales in China were
above the level in the previous year. In
addition, such measures as those to
increase the share of components inter-
nally produced at Daikin factories in China
and to utilize Daikin’s Shanghai R&D
Center with respect to local procurement
programs enabled improved profitability.
Air Conditioning
The Global Market
Promoting comprehensive cost-reduction mea-
sures, including those leveraging the Shanghai
R&D Center’s local component procurement
capabilities
14
Strengthening marketing networks in China centered on the Daikin
PROSHOP network of specialty and ordinary retail sales outlets
Air Conditioning
The Global Market
Launching new products designed to meet the different needs
of each individual country’s market
Utilizing Goodman’s sales network to
expand the scope of ductless air-conditioner
marketing in the United States
During fiscal 2016, Daikin will implement
that market through such measures as
newly launched New Life Multi Series resi-
global air-conditioning business marketing
those to launch new products and estab-
dential-use multi air conditioners.
strategies that respond to changes in the
lish local manufacturing systems.
Regarding commercial-use offerings,
markets of individual countries and regions.
In the Asia and Oceania region, the
Daikin is emphasizing the broad-scale
In North America, Daikin will strive to
development of additional retail market-
implementation of a bipolar marketing
leverage synergies with respect to residen-
ing outlets has been a primary factor
strategy focused on highly differentiated
tial-use unitary air-conditioning equip-
propelling Daikin’s business expansion.
products and volume-zone products. The
ment products by making good use of
Aiming to augment its profitability, the
Company is aiming to expand its profit-
Goodman’s outstanding strengths regard-
Company will forcefully promote addition-
ability by concertedly managing its devel-
ing low-cost manufacturing operations.
al marketing outlet development while
opment, manufacturing, marketing, and
Amid expectations of a counter-reaction
also fostering close relations with outlets
service systems in an integrated manner.
accompanying an increase in the strictness
that have strong proposal-based market-
In Europe, Daikin is implementing a
of energy-conservation regulations, Daikin
ing capabilities, and expand its lineup of
detailed marketing strategy adapted to
will take such measures as those to launch
residential-use high-value-added products
the different characteristics of individual
highly differentiated ducted unitary
as well as VRV and applied offerings. In
countries’ operating environments.
inverter models with outstanding energy
Thailand and India, Daikin is aiming to be
Regarding room-heating products, the
conservation performance. In applied
the No. 1 company in terms of net sales.
Company is augmenting its lineup of both
business, the Company will strive to
In China, factors including a tendency
heat-pump and combustion-type offerings
increase sales by strengthening its service
toward economic deceleration are con-
as it seeks to further expand sales. Daikin
system. The North American market for
tinuing to create a harsh operating envi-
is also stepping up its efforts to realize
ductless products is rapidly growing
ronment, but Daikin is leveraging its
greater profitability through fixed cost
owing to the high level of such products’
Daikin PROSHOP network of exclusive re-
reductions and other measures designed
energy-conservation performance, and
tail sales outlets to strengthen proposal-
to create a stronger business structure.
Daikin will seek to expand its business in
based marketing programs focused on
Strengthening Global
Marketing Power and
Profitability
Future
Aiming to earn the No. 1 share of
India’s growth market
15
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Review of Operations
Anti-smudge surface-coating agents for touch screens and other applications
Chemicals
Recording robust sales of fluororubber products for
automotive applications in the United States and China
16
ZEFFLE anti-fouling and weather-resistance coatings used to improve the dura-
bility of solar- and wind-power equipment
Current
Growth in Sales and Profitability Achieved by
Responding to Automobile-Related Demand
Despite differing demand trends seen
infrastructure projects and of U.S.
agents were robust in Asia, Europe, and
with respect to individual products and
demand related to LAN cable and semi-
the United States. This and abundant
regions during fiscal 2015, overall sales
conductor applications, a year-on-year
Chinese demand for an anti-smudge sur-
of Chemicals business operations were
increase in sales was realized owing to
face coating agent for smartphone touch
higher than in the previous year.
such factors as the strength of U.S.
screens boosted chemical products sales
Reflecting benefits stemming from the
demand for automotive applications.
to a level higher than that achieved in
sustained forceful implementation of
Despite slack Chinese demand for fluoro-
the previous year.
measures to reduce fixed costs and lower
elastomers, Daikin was able to record a
Demand for fluorocarbon gases
manufacturing costs, a year-on-year
higher level of fluoroelastomer sales than
decreased in Japan, China, and other
increase in operating income was also
in the previous year as a result of strong
Asian countries, and Daikin’s restraint of
achieved.
sales for automotive applications in the
marketing activities as a means of sup-
Regarding fluoroplastics resins, despite
United States and Asia.
porting the level of selling prices kept
the sluggishness of Chinese demand
In the chemical products business,
its fluorocarbon gas sales below the
related to railway and communications
Daikin’s sales of water and oil repellent
previous year’s level.
Future
Responding to Opportunities in Diverse Fields
Diverse opportunities for new kinds of
needs. By coordinating business opera-
ness with automobile makers to promote
fluorochemical business are emerging
tions related to individual products as
its fluoroplastics resin sales and other-
with respect to numerous products and
well as drafting common short- and
wise accelerate its business expansion.
markets. Daikin is augmenting its appli-
medium- to long-term strategies for mul-
As demand in Asian fluorochemical
cation development operations and
tiple products, the Company is strength-
markets is expected to expand in the
expanding its marketing of highly differ-
ening its efforts to globally expand its
future, Daikin is emphasizing thorough
entiated products, placing particular
fluorochemical business.
marketing programs focused on end
emphasis on applications related to auto-
In February 2015, Daikin acquired the
users as it seeks to greatly expand its
mobiles, information terminals, semicon-
refrigerant gas business in Europe of
shares of those markets.
ductors, and lithium-ion batteries as well
Solvay S.A., a major Belgium-based
To further strengthen its business
as applications in the new energy field,
chemical manufacturer. Besides enabling
structure, the Company is radically low-
such as coatings for wind-power genera-
Europe-based refrigerant production and
ering inventory levels while also proceed-
tion equipment. Daikin is also strength-
full-scale participation in business supply-
ing with comprehensive cost reduction
ening its marketing capabilities in the
ing refrigerants for automotive applica-
programs involving such measures as
United States and Europe, which have
tions, the business acquisition will allow
those to streamline production processes
the world’s highest levels of leading-edge
Daikin to leverage Solvay’s base of busi-
and shrink production lead times.
17
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Review of Operations
An EcoRich energy-efficient oil
hydraulic drive unit
Oil Hydraulics
Current
Robust Sales
Performance
in All Product Fields
In its oil hydraulics business operations,
large margin, as sales were effectively
Daikin supplies diverse kinds of oil
promoted by the Company’s emphasis
hydraulic equipment used to realize
on high-value-added solutions business
smooth movements on the parts of con-
involving technical consultations,
struction equipment and industrial equip-
after-services, unit designs, and other
ment (such as processing machinery in
processes designed to meet Japanese
factories, etc.) as well as tractors and
needs for electric power conservation.
other small-scale vehicles.
Sales of oil hydraulic equipment for con-
Oil hydraulics business sales in fiscal
struction equipment and motor vehicles
2015 were higher than in the previous
also increased, reflecting Daikin’s employ-
year. Daikin’s sales of oil hydraulics
ment of integrated manufacturing and
equipment for industrial machinery
marketing systems to effectively respond
surpassed the previous year’s level by a
to robust demand in Japan and overseas.
Future
Elevating Profitability in Japan and Augmenting
Efforts to Expand Global Operations
In Japan, the application of top runner
manufacturing equipment markets, and
standards* will be broadened to cover
it is striving to strengthen its marketing,
motors during fiscal 2016, and this is
cost, and quality power with respect to
expected to act as a tailwind in support-
such products. In addition, Daikin is aim-
ing sales of high-value-added oil hydrau-
ing to expand its business supplying
lic units for applications related to
hydrostatic transmissions (HSTs) for such
high-efficiency IPM motors. Aiming to
agricultural machinery as combines.
elevate the profitability of its operations
Daikin is working to expand its busi-
in Japan, Daikin is taking measures to
ness base in the United States through
promote its sales of such units by increas-
measures centered on its maintenance,
ing the proactiveness of its marketing
repair, and operations (“MRO”) business,
activities based on systems proposals and
which has sustained strong performance.
hydraulic circuit proposals.
The MRO business model also has
In China, Daikin is moving ahead with
great potential in European and Asian
super unit (energy-saving high-perfor-
markets, and Daikin is making progress
mance oil hydraulic unit) development
in preparing concrete plans for launching
programs centered on needs in the
MRO business in those markets.
molding equipment and general-use
Oil hydraulic units providing drive power
for construction equipment and vehicles
18
*Energy-consumption efficiency target standards have been greatly elevated based on the 2013 revision of Japan’s Energy Conservation Law.
Daikin’s defense business encompasses
In fiscal 2015, defense business sales
operations designing and manufacturing
surpassed their level in the previous year,
various kinds of artillery shells, missile
reflecting growth in orders from the
warheads, fuses, aircraft components,
Ministry of Defense for artillery shell
and other products for Japan’s Ministry
components and aircraft components.
of Defense. Expanding the scope of its
Regarding oxygen concentration devices
leveraging of associated precision pro-
for home-use oxygen therapy, Daikin
cessing technologies, the Company has
expanded sales by augmenting its product
undertaken the manufacture of other
lineup through the launch of units offer-
products requiring high levels of preci-
ing improved performance with respect to
sion, functionality, and quality, such as
ease of maintenance, energy-conservation
home-use oxygen therapy equipment.
performance, and other characteristics.
Current
Strong Sales in Both
Defense and Civil-
Sector Fields
Defense
Future
Further Cultivating
Japanese and Chinese
Markets for Civil-Sector
Fields
Based on the assumption that
Regarding civil-sector fields, Daikin is
defense-related orders will tend to
seeking to strengthen its base of business
decline going forward, Daikin is seeking
in home-use oxygen therapy equipment
to reinforce its profitability by progres-
through efforts to reduce costs and devel-
sively implementing measures to increase
op new products as well as to strengthen
operational efficiency and to concentrate
marketing and sales capabilities in Japan.
its operations by strategically narrowing
Plans for the global development of this
the scope of manufacturing processes
business call for launching operations in
and facilities. At the same time, the
China during fiscal 2015, building up
Company is determined to maintain and
business centered in the Shanghai region,
strengthen the special manufacturing
and then promoting sales growth
skills and technologies it has developed
through the creation of marketing routes
for this business field.
in the Beijing region.
19
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Corporate Governance
Fundamental Corporate Governance Concept
The Daikin Group’s corporate governance systems are designed to
help accelerate decision making and operational execution work in
anticipation of and response to changes in management tasks and
the management environment while concurrently promoting
consistently high levels of management transparency and soundness,
thereby seeking to increase the Group’s corporate value. Going
forward, the Group will be striving to ensure the increasing
sophistication of speedy management, the strengthening of
consolidated management, and still-higher levels of soundness and
transparency. In addition, to realize an increase in corporate value,
the Group will continually consider and reevaluate its concepts
regarding the most-appropriate forms of corporate governance as it
pursues a diverse range of Group-level initiatives aimed at ensuring
best practices throughout the Group.
Management and Operational Execution Systems
Rather than adopt a U.S.-style “committees system” that completely
separates decision making from operational execution, the Group
has adopted an “integrated management” system that calls for
directors to bear responsibility for management responsibilities as
well as for operational execution responsibilities. In view of the
special characteristics of the Group’s business, it was judged that this
is a more-effective means of accelerating decision making and
operational execution. In addition, the Group has introduced an
Executive Officer System to accelerate the speed of execution based
on autonomous judgments and decisions in units handling each
region, division, and function.
The Group appoints directors while giving emphasis to the
diversity of directors’ backgrounds regarding such characteristics as
nationality, gender, and career history. As of June 2015, the Board of
Directors included 12 members, including one female and two non-
Japanese directors. The Board of Directors is making speedy strategic
decisions and performing sound supervision for the entire Group.
Daikin’s Board of Directors included two external directors as of
June 2015. Daikin seeks to recruit external directors who, conditional
upon their being free of any conflict of interest, have abundant
experience and deep insight and can, therefore, offer a sophisticated
perspective on a broad range of issues as they participate in decision
making and supervise management. Accordingly, experience as a
director, etc., in a listed enterprise is a principal nomination criterion
for external director recruitment. None of Daikin’s external directors
have five or more concurrent posts.
To ensure that the external directors can effectively contribute to
Daikin’s corporate governance system, the external directors are assigned
assistants in the Management Planning Office who strive to provide the
external directors with Daikin-related information, early notice of Board
of Directors meetings, and prior notice of Board of Directors meeting
agenda items, as well as implementing prior explanations of particularly
important agenda items. In addition, in the case that an external director
is not able to attend a Board of Directors meeting, the assistants provide
the external director with related materials and subsequently provide the
external director with an explanation of the proceedings of the meeting
and provide other assistance.
Audit System
Daikin employs an Audit and Supervisory Board and seeks to
nominate two or more outside members to its Audit and Supervisory
Board. As of June 2015, Daikin’s four Audit and Supervisory Board
members included two external Audit and Supervisory Board
20
Shareholders’ Meeting
Audit
Appointment, dismissal
Accounting
Auditor
Board of Directors
Appointment,
supervision
Audit &
Supervisory
Board
Audit &
Supervisory
Board Members
Group
Auditors
Meeting
CSR Committee, Corporate
Ethics and Risk Management
Committee, Development
Committee for Operational
Adequacy Promotion System,
Information Disclosure Committee
Member of the Advisory Council
HRM and
Compensation Advisory Committee
Group Management
Meeting
Executive Officers
Meeting
Group
Steering
Meeting
Executive Officers
(The rest is abbreviated)
External Directors’ Principal Activities
Name
Principal Activities
Chiyono
Terada
Kosuke
Ikebuchi
Having attended 15 out of 16 meetings of the Board of Directors of the
fiscal year under review, Chiyono Terada offered timely proposals as
needed, based on her abundant experience and deep insight as a corporate
manager and from her broad and advanced perspective, including
proposals concerning management based on the viewpoints of consumers,
such as the importance of the brand of the Company and measures to
further promote achievements of female employees.
Having attended 15 out of 16 meetings of the Board of Directors of the
fiscal year under review, Kosuke Ikebuchi provided timely proposals as
needed, based on his abundant experience and deep insight as a corporate
manager and from his broad and advanced perspective, including
viewpoints concerning manufacturing, such as production innovation, cost
reduction, and enhancement of reliability and productivity.
members. The principal nomination criteria for external Audit and
Supervisory Board members are the same as those for external
directors and include independence from the Company in terms of
not having a relationship of interest with the Company.
The external Audit and Supervisory Board members attend
meetings of the Board of Directors as well as other important
meetings and receive reports. In addition, they are able to express
diverse opinions.
To ensure effective audit functions, the Audit and Supervisory
Board receives reports on important issues related to management
and performance when necessary and also investigates relevant
units, confirms approval of documents, and regularly exchanges
opinions with representative directors, executive officers, and the
independent auditors. In addition, the Audit and Supervisory Board
Member Office has been established to provide assistance in audit
and supervisory activities. The Audit and Supervisory Board Member
Office staff perform their duties under the orders and direction of
the Audit and Supervisory Board members, and the Audit and
Supervisory Board’s opinions are respected with regard to personnel
transfers, work evaluations, and other matters pertaining to the
Audit and Supervisory Board Member Office staff members.
External Audit and Supervisory Board Members’ Principal Activities
Name
Principal Activities
Yoshiyuki
Kaneda
Ryu Yano
Having attended all 16 meetings of the Board of Directors and all 14
meetings of the Audit and Supervisory Board of the fiscal year under review,
from his broad and advanced perspective, Yoshiyuki Kaneda offered timely
proposals as needed, regarding technology development, based on his
abundant experience and deep insight as a corporate manager.
Having attended 14 out of 16 meetings of the Board of Directors and 13
out of 14 meetings of the Audit and Supervisory Board of the fiscal year
under review, from his broad and advanced perspective, Ryu Yano offered
timely proposals as needed, with respect to overseas business, based on
his abundant experience overseas and deep insight as a corporate manager.
Systems for Supporting Speedy Management
Daikin has reduced the number of directors, and those directors are,
therefore, able to realize speedy decision making based on substantive
deliberations. Daikin has three main decision-making institutions—the
Board of Directors, the Group Steering Meeting, and the Executive
Officers Meeting—and each of these meets once per month.
The top deliberative unit in the Group’s management system is the
Group Steering Meeting. This unit determines the direction of
important management policies and strategies in a rapid and timely
manner, thereby accelerating the resolution of issues. In fiscal 2015,
it met eight times.
The Board of Directors is the decision-making institution for all
matters related to the Group as a whole that are stipulated by laws
and regulations and by the articles of incorporation, and it also
performs supervision to ensure sound and appropriate operational
execution. In fiscal 2015, it met 16 times, and the average attendance
rates of external directors and external Audit and Supervisory Board
members at those meetings were 94% and 94%, respectively.
The Group’s management system also includes such units as
an Advisory Council that offers opinions and advice regarding
management issues from an independent standpoint.
In addition, to respect and protect the interests of diverse
stakeholders other than stockholders, Daikin has, based on the Board
of Directors, established its CSR Committee, Corporate Ethics/Risk
Management Committee, and Information Disclosure Committee.
Corporate Officer Remuneration, Etc.
To ensure the transparent management of its corporate officer
personnel and remuneration processes, Daikin has established the
Compensation Advisory Committee. This committee engages in
discussions and deliberations regarding issues including corporate
officer nomination criteria, corporate officer candidates, and
remuneration. The Committee consists of four members, including
two external directors and two in-house directors, with the
Committee chairman being chosen from the external directors.
The remuneration of directors and Audit and Supervisory Board
Members is determined so as to fall within the aggregate
remuneration ceiling for directors and Audit and Supervisory Board
Members as set by a resolution at the general shareholders’ meeting.
Based on a report from the Compensation Advisory Committee, the
directors’ remuneration is determined by a resolution of the Board of
Directors, while the Audit and Supervisory Board Members’
remuneration is determined by a resolution of the Audit and
Supervisory Board. Daikin’s corporate officer remuneration system is
designed to accord with the Group’s management policy and
responds to shareholders’ expectations by increasing corporate
officers’ motivation to promote a sustained increase in Group
performance over the medium-to-long term and thereby
contributing to a rise in the Group’s corporate value.
Directors’ remuneration includes “fixed compensation,”
“performance-linked compensation” that reflects the Group’s short-
term performance (net sales and operating income) and each director’s
job responsibilities, and “stock options” that reflect the Group’s
medium- to long-term performance. The remuneration of external
directors and corporate auditors includes “fixed compensation” only.
Compensation levels are determined based on consideration of
Daikin’s performance and remuneration levels compared to those of
other leading manufacturing companies in Japan after analyzing and
comparing data from an outside specialized institution on the
remuneration of corporate officers active in approximately 200 Japanese
companies listed on the First Section of the Tokyo Stock Exchange. The
performance-linked compensation of Daikin directors is given a
somewhat higher ratio of linkage with performance than average to
ensure that the incentive effect of that compensation is sufficient.
Total Compensation for Directors and Audit and Supervisory Board Members
(Fiscal 2015)
Position
Number of
Individuals
Directors
Audit and Supervisory
Board Members
Total
11
2
13
Fixed
Compensation
(Millions of yen)
Basic
691
61
752
Performance-linked
Compensation
(Millions of yen)
Stock Options
162
Bonus
300
Total
Compensation
(Millions of yen)
1,154
—
—
61
162
300
1,215
Total Compensation for External Directors and External Corporate Auditors
(Fiscal 2015)
Position
Number of
Individuals
Fixed
Compensation
(Millions of yen)
Basic
Performance-linked
Compensation
(Millions of yen)
Stock Options
Bonus
Total
Compensation
(Millions of yen)
Total Compensation
for External Directors
and External Audit
and Supervisory
Board Members
4
59
—
—
59
Corporate Officers Receiving Total Compensation and Other Exceeding
¥100 Million (Fiscal 2015)
Name
Position
Company
Name
Noriyuki
Inoue
Masanori
Togawa
Ken
Tayano
Masatsugu
Minaka
Director
Director
Director
Chair-
man
Director
Director
Guntaro
Kawamura
Director
Daikin
Industries, Ltd.
Daikin
Industries, Ltd.
Daikin
Industries, Ltd.
Consolidated
Subsidiary,
Daikin (China)
Investment Co.,
Ltd.
Daikin
Industries, Ltd.
Consolidated
Subsidary,
Daikin Europe
N.V.
Daikin
Industries, Ltd.
Fixed
Compensation
(Millions of yen)
Basic
Performance-linked
Compensation
(Millions of yen)
Stock Options
Bonus
Total
Compensation
(Millions of yen)
177
33
83
294
117
33
53
204
115
16
37
9
—
—
5
16
26
67
—
—
179
116
68
16
27
112
Total Compensation and Other for Independent Auditors (Fiscal 2015)
Audit expense
242 (Millions of yen)
Group Governance
To meet governance needs on a Group basis including M&A-related
Group companies, Daikin holds meetings of the Group Steering
Meeting. By working to thoroughly ensure that all Group units share
the Group’s important management policies and by endeavoring to
promote and strengthen support for the resolutions of challenges of
Group companies, the Group Steering Meeting seeks to make the
Group undertake corporate activities based on unified objectives.
Principal Group companies appoint Group auditors to participate in
Group Auditors’ meetings, which seek to strengthen Groupwide
auditing and auditing functions by undertaking activities to
strengthen the operation of those functions.
To further strengthen corporate governance and Group
management as a multinational company, Daikin has appointed a
Chief Global Group Officer, who endeavors to further improve the
Group’s cohesiveness.
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DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Corporate Governance
Directors, Audit and Supervisory Board Members, and Executive Officers (As of June 26, 2015)
Position(s)
Responsibilities & Principal Jobs
Name
Chairman of the Board
and Chief Global Group Officer
President and CEO,
Member of the Board
Noriyuki Inoue
Masanori Togawa
Member of the Board (external)
Chiyono Terada
President of Art Corporation
Member of the Board (external)
Kosuke Ikebuchi
Senior Advisor to the Board and Senior Technical Executive of Toyota Motor Corporation
Member of the Board
and Senior Executive Officer
Member of the Board
and Senior Executive Officer
Member of the Board
and Senior Executive Officer
Member of the Board
and Senior Executive Officer
Member of the Board
and Senior Executive Officer
Member of the Board
and Senior Executive Officer
Member of the Board
(non-resident)
Member of the Board
(non-resident)
Audit and Supervisory Board Member
(external)
Audit and Supervisory Board Member
(external)
Guntaro Kawamura
Responsible for Chemicals Business and General Manager of Yodogawa Plant
Ken Tayano
Responsible for Domestic Air-Conditioning Business, Representative of China Region, Chairman and
President of Daikin (China) Investment Co., Ltd., and Member of Global Air-Conditioning Committee
Masatsugu Minaka
Representative of Air-Conditioning Operations in the Europe/Middle East/Africa Region, President of Daikin Europe
N.V., and Member of Global Air-Conditioning Committee
Jiro Tomita
Responsible for Global Operations Division and Manufacturing Technology and Subleader of TIC Establishment Project
Takashi Matsuzaki
Responsible for North America Research and Development (including Applied Solution Business, Refrigeration
Business, and Filter and Dust Collection Business) and Subleader of TIC Establishment Project
Koichi Takahashi
Responsible for Accounting, Finance, Budget Operations and IT Development, General Manager of the Finance and
Accounting Division, Chairman of Information Disclosure Committee, Chairman of Development Committee for
Operational Adequacy Promotion System
Frans Hoorelbeke
Chairman of Daikin Europe N.V.
David Swift
Yoshiyuki Kaneda
Former Officer of Sony Corporation
Ryu Yano
Chairman of the Board of Sumitomo Forestry Co., Ltd.
Audit and Supervisory Board Member
Kenji Fukunaga
Audit and Supervisory Board Member Kosei Uematsu
Senior Executive Officer
Junichi Sato
Representative of Air-Conditioning Operations in Central America and South America (including American Air Filter)
and Member of Global Air-Conditioning Committee
Senior Executive Officer
Yukio Hayashi
Responsible for Liaison Business and Defense Systems Business and General Manager of Tokyo Office
Senior Executive Officer
Shigeki Hagiwara
Responsible for Applied Solution Business, Service Operations and Training,
and General Manager of Applied Solution Business Division
Senior Executive Officer
Senior Executive Officer
Shinya Okada
Responsible for CSR, Global Environment Affairs, and Refrigeration Business and Chairman of CSR Committee
Yoshikazu Tayama
General Manager of Budget and Administration Group, Finance and Accounting Division
Senior Executive Officer
Yoshiyuki Uemura
Senior Executive Officer
Masayuki Moriyama
Director of Goodman Global Group, Inc., EVP for Cooperation and Strengthening Technological Capabilities, and
President of Daikin Holdings (Houston), Inc.
Responsible for Applied Solutions Business in China, ASEAN and Oceania Regions, Director and Vice President of
Daikin (China) Investment Co., Ltd., COO of McQuay China, Chairman (non-resident) of Daikin Refrigeration
(Suzhou) Co., Ltd.
Senior Executive Officer
Yasushi Yamada
Responsible for Safety
Executive Officer
Executive Officer
Executive Officer
Executive Officer
Katsuyuki Sawai
Responsible for Corporate Communication, Human Resources, and General Affairs and General Manager of Shiga Plant
Toshitaka Tsubouchi
Vice President of Daikin Europe N.V. (in charge of existing business) and General Manager of Sales Division
Hiroo Sakai
Responsible for Chemicals Environment/Safety and General Manager of Chemicals Division
Yoshihiro Mineno
General Manager of Global Operations Division, Director (non-resident) of Goodman Global Group, Inc., Director of
Daikin Holdings (Houston), Inc.
Executive Officer
Hitoshi Jinno
Responsible for PL/Quality, Air-Conditioning/Refrigeration/Applied, General Manager of Air-Conditioning
Manufacturing Division, Chairman of PD Alliance Promotion Committee, and General Manager of Sakai Plant
Executive Officer
Executive Officer
Executive Officer
Executive Officer
Kota Miyazumi
Responsible for Corporate Planning, General Manager of Marketing Research Division, Director of Planning Group in
Marketing Research Division
Tsutomu Morimoto
Responsible for Executive Secretarial Department, Goodman Group Business
Yuji Yoneda
Responsible for Air-Conditioning Research and Development (including Applied Solution Business and Refrigeration
Business) and Subleader of TIC Establishment Project
Masaki Saji
General Manager of Human Resources Division
Executive Officer
Masafumi Yamamoto
Responsible for Corporate Ethics, Compliance, Legal Affairs, General Manager of the Legal Affairs, Compliance and
Intellectual Property Center, Department Manager of Domestic Legal Affairs Group, and Chairman of Corporate
Ethics and Risk Management Committee
Executive Officer
Satoshi Funada
General Manager of Air-Conditioning Sales Division
22
CSR (Corporate Social Responsibility)
Air-conditioning systems, Daikin’s core business, are essential
prerequisites for economic development and affluent
lifestyles, and demand for air-conditioning products is
expanding in emerging countries and elsewhere. As the
industry’s top specialist air-conditioning systems
Developing and Marketing Low Global-Warming Factor
Refrigerant: Freon air-conditioner refrigerants have a greenhouse
effect several hundred times to 2,000 times greater than that of
CO2. As a manufacturer of air-conditioning systems that employ
low global-warming factor refrigerants, the Daikin Group believes
manufacturer, the Daikin Group aims to provide a comfortable
it has a responsibility to proceed with the development of low
and affluent lifestyle to people everywhere in the world while
global-warming factor refrigerants. It has judged the next-
taking into account the impact of its entire value chain, using
generation refrigerant R32, which has a global-warming factor of
its accumulated technological expertise to reduce the burden
about one-third, to be optimal for household as well as
on the environment, and thereby contributing to the
commercial use air conditioners. R32 offers superior energy
sustainable development of society overall.
efficiency, with less refrigerant needed per air-conditioner unit,
Given the nature and scope of its business, the Daikin
and has the added advantages of being easily recyclable and
Group has made “the environment,” “quality and customer
reusable. Daikin first launched residential-use air conditioners that
satisfaction,” “human resources,” and “contribution to
use R32 in Japan, in fiscal 2013. Similar products were launched in
society” its four strategically emphasized CSR themes. The
Europe in 2013 and in Australia in 2014, and R32 models were
Group promotes these CSR themes based on the ISO26000
international CSR standards, alongside its other fundamental
being sold in 43 countries around the world at the end of fiscal
2015.
initiatives in such areas as corporate governance, compliance,
Daikin encourages other companies to easily adopt R32 as a low
and human rights.
Environment
The Daikin Group considers climate change resulting from
GWP refrigerant through offering free access to many of its patents
to air conditioners, cooling equipment, and heat pump equipment
using R32 as a single component refrigerant. Daikin also participates
in support programs for emerging markets run by Japan’s Ministry of
Economy, Trade, and Industry and the Japan International
greenhouse gas emissions to be the largest societal problem that it
Cooperation Agency (JICA). Further, the Group hosts groups of
should help solve, and it is leveraging its technological and human
trainees from emerging countries and proactively offers
resource strengths to make related contributions.
technological support to local manufacturers and dealers.
Providing Energy-Saving Products: Through its products, Daikin is
working to reduce CO2 emissions by (1) promoting the widespread
use of energy-saving inverter products, (2) promoting the widespread
use of heat pump solutions that emit less CO2 than previous
combustion-type heating devices, (3) growing its energy-saving
Daikin also continues to seek alternative refrigerants that are
optimal for each application, including those for such products as
water heaters, chillers, refrigerators, and freezers.
Minimizing the Environmental Impact of Production Activities:
Regarding the environmental impact of manufacturing operations,
solutions business, and (4) developing next-generation refrigerants.
Daikin considers the reduction of greenhouse gas emissions to be its
Daikin’s factory in Suzhou, China, which is one of the Group’s largest,
most-important challenge, and its FUSION 15 strategic management
with annual capacity of 1.5 million units, is manufacturing inverter air
plan aims to reduce such emissions to one-third (67% below) of the
conditioners that are sold globally. In fiscal 2015, Daikin developed
fiscal 2006 level by fiscal 2016. As of fiscal 2015, a 65% reduction
high-volume-price-range inverters for regions in Asia that require only
had been achieved. The Group is working steadily toward the
air-cooling functions. The products are progressively penetrating the
attainment of its target by fiscal 2016. Daikin is also making efforts
markets of those regions, facilitated by the strengthening of energy
to reduce water usage. In fiscal 2015, water usage per production
conservation regulations in Southeast Asia and an increase in that
unit at domestic Group companies was 1% lower than fiscal 2011
region’s consciousness of the need to conserve energy. Thanks to the
levels and 13% lower at overseas Group companies. Emissions of
benefits of these products and other factors, the Group estimates
that it was able to reduce CO2 emissions by 28 million tons in fiscal
2015. Its emissions reduction target for fiscal 2016 is 30 million tons.
chemicals subject to PRTR regulations were 30% lower than fiscal
2011 levels in fiscal 2015.
In fiscal 2006, Daikin established the “Green Heart Factory”
Going forward, Daikin will promote inverter products in North
in-house standards to certify factories with advanced environment-
America as well as in emerging markets.
friendliness. As of fiscal 2015, 23 Daikin plants in Japan and abroad
For heat pump heating solutions, Daikin is undertaking a large-
had been certified as Green Heart Factories, with seven of these
scale project in the United Kingdom to verify the effectiveness of
receiving Super Green Factory certification.
energy conservation methods related to heating and water heating.
This project, taken on at the behest of Japan’s New Energy and
Industrial Technology Development Organization (NEDO), is scheduled
for completion in March 2017. Through this project, Daikin is
Quality and CS (Customer Satisfaction)
In April 2014, the Daikin Group established the “Regulations for
working to promote heat pump product usage in cooperation with
Global Quality Assurance.” The Group continues to expand its
national and local governments and energy providers.
product development, production, and sales operations globally. In
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DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
CSR (Corporate Social Responsibility)
view of this, these regulations define the approach to quality that
is to be shared by the entire Group, as well as defining the scope
Evaluation and Working Conditions: Daikin seeks to build
workplaces characterized by equality of opportunity and fairness of
of related responsibilities and authority to promote the smooth
outcome, where people with the desire to grow are rewarded for
implementation of quality monitoring and correction measures.
taking advantage of opportunities and producing results.
All of Daikin’s production bases have ISO9001 certified quality
control systems to thoroughly ensure quality control and quality level
maintenance in every division from development and procurement to
Promoting Diversity: Daikin is an organization that employs diverse
people who respect different value systems irrespective of age,
manufacturing.
gender, nationality, race, temporary or permanent employment
Further, based on each year’s Group New Year policy, each
status, and traditional or mid-career joining status. Daikin employees
business division determines its top-priority quality issues and sets
seek to leverage this diversity to improve their organizational
related targets. For fiscal 2015, the air-conditioning business
strength and endeavor to attain ambitious goals. Daikin believes that
addressed quality control issues while focusing on three goals—
this kind of organization serves as a primary source of the Group’s
ensuring a level of product development quality that eliminates new
dynamic strength. Accordingly, the Group Compliance Guidelines
lot claims, undertaking post-shipment product monitoring to
state “We shall respect the diversity in values and approach to work
effectively minimize problems at early stages, and comprehensively
of all employees, accept differences, seek harmony, and gather
assessing quality-related situations on a global level and
implementing timely quality improvement measures at each location.
strengths so that each and every employee can pursue his or her
dreams boldly with passion and tenacity.”
Pursuing Customer Satisfaction: To further raise customer
satisfaction levels, it is crucial to quickly and accurately grasp needs
Daikin Industries has also been systematically promoting the
appointment of women in managerial roles, and the number of
women in management has been increasing steadily. In March 2015,
in each overseas market and make use of this understanding within
the Company was selected by the Tokyo Stock Exchange and Japan’s
product development operations. In this connection, Daikin is
Ministry of Economy, Trade and Industry, as Nadeshiko Meigara
strengthening its global marketing research functions by shifting
(company that cherishes female workers) for fiscal 2015 because of
from a unipolar R&D system centered on Japan to a system in which
its excellent work in promoting the active participation of women.
bases in overseas regions also autonomously conduct R&D. Regional
The Daikin Group also actively employs people with disabilities. In
bases unearth local needs and preferences by, for instance,
Japan, Daikin has established Daikin Sunrise Setsu, Inc., as a special
conducting surveys to learn about local design preferences or getting
subsidiary company, and as of the end of March 2015, people with
local customers to try products out before their official launches.
disabilities accounted for 2.19% of domestic employees, which is
Daikin Group companies in Japan and overseas also undertake
above the legal requirement. In China, Daikin Air-conditioning
customer satisfaction surveys, and the feedback from those surveys
(Shanghai) Co., Ltd. actively employs people with disabilities;
is employed to further enhance product and service quality.
currently, 65 such persons are at the company. The Company was
recognized by China as a vocational training base for people with
Customer Support: In Japan, for the air-conditioning business, the
Daikin Contact Center accepts inquiries from all customers, 24 hours
disabilities in April 2014. Daikin works to help people with disabilities
improve their skills, and 12 of its employees won individual prizes at
a day, 365 days a year. Every year, the Service Division implements a
a regional vocational skills contest for people with disabilities. In
questionnaire survey to gain an understanding of the level of customer
addition, Daikin Industries (Thailand) Ltd. employs 23 people with
satisfaction with the Group’s after-sales services. The overall
disabilities, and Daikin Compressor Industries, Ltd. employs 19 such
satisfaction level for fiscal 2015 was 4.10 on a five-point scale,
persons.
indicating that customer satisfaction continues to improve by the year.
Overseas as well, Daikin has established strong after-sales service
systems that emphasize the concepts “fast, accurate, and kind” as
Work-Life Balance: Daikin Industries has introduced diverse work
policies that offer flexible work modes and time schedules suitable
they strive to respond to customers’ diverse requests in line with
for diverse employees. In particular, Daikin has strengthened its
conditions in each country and region. Daikin has contact centers
childcare leave and childcare support system, and encourages male
in major countries, and via this support system strives to increase
employees to use these systems as well.
customer satisfaction.
In fiscal 2014, to support smooth transitions back to workplaces
after childcare leaves, Daikin established the “Hokatsu Concierge.”
As an authorized company under the Act on Advancement of
Human Resources (Labor Practices)
The Daikin Group considers people to be a fundamental source
Measures to Support Raising Next-Generation Children, in fiscal
2015, Daikin began implementing the fourth action plan, which
of competitive strength. The Group works to create organizations
aims to create a workplace environment that promotes balancing
that accept and respect individual differences regarding gender,
work and child rearing. As a part of this, it has increased the menu
nationality, and ethnicity, seek harmony among all members, and
of choices in the childcare support cafeteria plan system* available
enable each individual member to develop their talents and abilities
to employees returning early from childcare leave. Daikin is also
to the maximum.
24
expanding support by further increasing subsidies for early returners.
In fiscal 2015, in an effort to help full-time employees demonstrate
their work skills while preserving a good work-life balance, the
improve management capabilities of manager-class employees,
Group allowed them to work from home for up to once a week on a
Daikin launched the Management Dojo training program for division
trial basis. The Group aims to transform this scheme into a full-scale
managers in fiscal 2014. In fiscal 2015, it expanded the program to
system in fiscal 2016.
include section managers. Over a period of two years, a total of 450
* Childcare support cafeteria plan system: a subsidy system for childcare services used when
dual-income family employees with children work overtime or go on business trips, or when
the children are sick
Labor Relations: The Daikin Group believes good labor relations to
be fundamental in management and considers partnership and
people have undergone training at this Dojo.
*1 OJT: at-the-workplace learning of skills, knowledge, technologies, and attitudes needed for
the job
*2 Off-JT: off-site learning of skills, knowledge, technologies, and attitudes needed for the job
mutual trust between management and labor to be highly
important. At Daikin Industries, all employees except for manager-
Social Contribution
As a global organization with business interests in many
class and contract employees are labor union members. Daikin and
communities throughout the world, the Daikin Group organizes
the union hold dynamic discussions, and when business plans are
employee-driven social contribution activities centering on the
formulated, Daikin holds meetings to explain the new plans to the
themes of “environmental protection,” “support for education,”
union. In fiscal 2015, such meetings were held 24 times.
and “coexistence with local communities” in an effort to put down
roots in the communities where it does business.
Occupational Safety and Health: In accordance with the Group
Compliance Guidelines, which state that “in addition to ensuring
safety in the workplace, the Group shall take all possible precautions
Environmental Protection: In 2014, to commemorate the 90th
year of its founding, Daikin Industries began its “Forests for the Air”
for safe operations based on a “safety first” attitude, in order to
project in seven countries around the world, with the aim of
gain the trust of the local community,” Daikin endeavors to ensure
contributing to the future of the planet by nurturing and cultivating
that all employees and employees of subcontractors have safe work
forests, which help freshen the air around us. Daikin began its
environments. To this end, and to promote the peace of mind of
efforts to help harmonize the residents’ lifestyles with the
people in communities near Group facilities, Daikin strives to realize
conservation of forests and biodiversity in Shiretoko Peninsula, a
a “zero accident” workplace at each of its facilities.
UNESCO World Heritage Site, in Japan, and is currently working to
The Group’s domestic and overseas production facilities all have
expand these efforts to communities in Indonesia, Brazil, Cambodia,
their own occupational health and safety management system
India, China and Liberia. Apart from this, Daikin also conducts
(OHSMS), and at the end of fiscal 2015, three domestic plants and
activities to restore forests and waterways in many locations around
19 overseas Group companies had received the OHSAS18001
the world.
certification, which is the international standard for occupational
health and safety. The Group also implements safety training and
safety patrols aimed at achieving zero workplace injuries. In fiscal
Support for Education: Since 2010, Daikin Industries has been
providing elementary school children in Japan with learning materials
2015, the O.Y.L. Manufacturing Company raised awareness of
related to its environmental education program on the topic of
workplace safety via a training program involving the simulation of
biodiversity called Circle of Life. It also conducts visiting lectures by
operations-related dangers associated with accidents, and 1,329
its employees. In fiscal 2015, about 1,900 children from 30 schools
employees participated in that program. With a view to sharing
participated in this program, and visiting lectures were held at 16 of
expertise and increasing safety levels across the Group, joint sessions
these schools. The same year, the program won the Award of
on safety and disaster prevention are held twice a year.
Excellence within MITI’s Fifth Career Education Awards in recognition
of outstanding education support activities conducted by business
Human Resource Development: Daikin considers realizing its
management philosophy of “The pride and enthusiasm of each
communities.
Daikin offers student scholarships in support of the Ministry
employee is the driving force of our Group” and utilizing people-
of Education’s “Tobitate! Ryugaku Japan!” (“Go abroad! Study
centered management methods to be essential bases for the Group’s
overseas, Japan!”) public-private partnership program to encourage
growth. The Group’s corporate philosophy states that “The
high school and university students to study overseas while
combined growth of all Group employees, regardless of nationality
representing Japan. Apart from this, Daikin offers scholarships and
or specific Group unit they are with, is the basis for the Group’s
internships mainly aimed at science-stream students from emerging
advancement.” Based on the concept that “people grow by means
of work experience,” Daikin believes that on-the-job training (OJT)*1
is a fundamental human resource development method for
countries to help expand student job opportunities.
Overseas, Daikin Air Conditioning, Italy, supports the Roma
Tre University team in the Solar Decathlon competition, which
discovering the characteristics of each employee and assigning jobs
challenges student teams from around the world to design and build
that will bring motivation. To supplement the OJT, Daikin is
bolstering various off-the-job-training (Off-JT)*2 programs, including
the Daikin Managers’ School for developing managers for the front
next-generation solar-powered houses. Daikin supports its team by
supplying products, providing financial assistance, and loaning the
services of its younger engineers. The Roma Tre University team won
lines of the Group’s global business operations. Overseas office
the Solar Decathlon Europe 2014.
training for younger employees is another example. Further, to
25
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section CSR (Corporate Social Responsibility)
Apart from this, Daikin Group companies around the world
comprehensive risk assessments from a global perspective and
proactively organize factory tours for students in an effort to
institute Group-wide systems for alleviating risks. Each year, after
encourage their interest in technology.
Coexistence with Local Communities—Contribution to Sports:
Since 1988, Daikin Industries has organized the Daikin Orchid Ladies
conducting divisional risk assessments to identify major risks, Daikin
drafts and implements countermeasures for each division separately.
Based on the assessment results, the most-serious risks for the
company as a whole are identified. In fiscal 2015, efforts were made
Golf Tournament, an LPGA of Japan Tour event held, in an effort to
to mitigate six kinds of risks: risks related to earthquakes, product
revitalize the economy of Okinawa as well as promote economic
liability and quality, intellectual property, information leakage risks,
exchanges with the local community. Daikin uses the event as a fund-
overseas crisis management, and inappropriate accounting
raising opportunity which it has named “Orchid Bounty,” and later
processes.
presents those funds to organizations working to promote art,
culture, education, and sports in Okinawa. Daikin also provides
support for sports clubs and events in numerous other locations
throughout the world.
Strengthening Information Leakage Risk Measures: In
dealing with the risk of information leakage, positioned as one
of the most-serious risks faced by the Group in fiscal 2015, the IT
and Compliance divisions worked together, and information managers
Coexistence with Local Communities—Contribution to Art and
Culture: Daikin supports the activities of the Kansai Philharmonic
Orchestra and the National Museum of Art, both of which are based
and IT security managers assigned to each division led the efforts to
mitigate the risk. In addition to educating employees about targeted
email attacks, the threat of which has increased in recent years, the
in Osaka, Daikin’s birthplace. In the Czech Republic, Daikin Industries
Group also conducts mock targeted email attack drills a few times
Czech Republic s.r.o. supports the Pilsen Philharmonic Orchestra, and
a year, in an effort to strengthen damage prevention.
in China, Daikin (China) Investment Co., Ltd., has sponsored
concerts each year since 2007 with the goal of promoting artistic
and cultural activities.
Fundamental Initiatives
Compliance
The Daikin Group has established the Corporate Ethics and Risk
Strengthening Earthquake Risk Measures: In dealing with the
risk of earthquakes, also positioned as one of the most-serious risks
faced by the Group in fiscal 2015, individual issues were identified
and separate teams were set up and assigned to tackle each issue.
For instance, based on disaster damage scenarios (extremely strong
earthquakes, extremely high tsunamis, etc.) from Japan’s Central
Disaster Prevention Council, Daikin has reinforced production
Management Committee with the purpose of undertaking the
facilities for greater earthquake resistance, implemented tsunami
integrated promotion of compliance (business ethics and legal
plans for chemicals facilities, and formulated and held evacuation
compliance) and risk management throughout the Group. The senior
drills at locations susceptible to tsunamis. Daikin is also further
executive in charge of corporate ethics and compliance serves as the
building its business continuity planning (BCP) system, assessing
chair, and other Committee members include all division managers
many risks, and formulating and enacting action policies in this
and presidents of the principal domestic Group companies. The
process. Group companies are also taking similar measures regarding
Committee meets twice each year, in principle.
natural disaster risks.
A compliance and risk management leader (CRL) is assigned to
each division and principal domestic Group company and plays a
central role in ensuring rigorous compliance. Compliance committees
are also established at the overseas Group companies, taking into
Increasing Transparency Related to Client Entertainment
and Gift Giving: The Daikin Group has instituted a compliance
policy regarding client entertainment and gift giving of “Client
account the state of affairs in those companies, and at the various
entertainment and gift giving in moderation and according to social
overseas business regions. The Daikin Handbook for Corporate Ethics
norms, following all national and regional regulations.” The Group
is published and widely circulated, and self-assessments and risk
has also established policies on “Maintaining fair and transparent
assessments are implemented. Further, the members of the Daikin
relationships with government officials,” “Complying with the
Industries Corporate Ethics and Risk Management Group make
Political Funds Control Act and Public Offices Election Act,” and
regular visits to the various overseas Group companies to confirm
“Entertainment and gift giving in moderation to business partners.”
what efforts are being undertaken and to share information.
The Group implements in-house training to ensure thorough
Through this process, Daikin works toward a mutual enhancement
compliance with these rules. In fiscal 2015, the Group drafted
of activities, such as by introducing the advanced efforts being
behavioral guidelines for entertainment and gift giving for public
undertaken at the various overseas Group companies to Daikin
officials both domestically and overseas, and circulated these
Industries as well.
guidelines across the Group globally.
Risk Management
Regarding risk management, in light of the Group’s rapid business
expansion, Daikin is endeavoring to accurately and quickly execute
Group Compliance Guidelines (formulated 2008)
http://www.daikin.com/csr/management/management_09.html
26
R&D and Intellectual Property
Respect for Intellectual Property Rights: Daikin considers
intellectual property (IP) to be an important corporate asset, and
Human Rights Education: The Daikin Group conducts human
rights awareness training separately for different levels of staff,
including all senior executives, newly appointed managers including
Daikin’s Group Compliance Guidelines clearly articulate the need to
those of affiliated companies, and new employees. Daikin’s
endeavor to protect IP and use it effectively. The guidelines also
employee newsletter contains articles on human rights, and
make clear that other firms’ IP is to be respected and not infringed
production facilities have held human rights catchphrase contests.
upon. With this in mind, Daikin has incorporated specific compliance
Through these kinds of measures, Daikin is working to elevate
points in its Compliance Policies. The policies call for R&D managers
human rights consciousness among employees.
to realize that they are responsible for patents, and for R&D staff to
realize that “IP activities are the essence of these efforts,” and
proactively obtain patents, use them, and prevent infringement.
Responsibility to Shareholders and Investors
To live up to the expectations of shareholders and investors, the
Daikin has a patent and compliance review system in place as part
Daikin Group believes that it must increase its corporate value. It
of the design review process for new product and technology
therefore emphasizes free cash flow as a source of corporate value
development. Also, when cooperating with other companies in R&D,
and works to augment its profitability while lowering the levels of
Daikin works to separate technologies and know-how into those
its trade receivables and inventories.
that must be kept secret and those that need not be. Those
determined to be secret are shown in black-box form.
To actively support R&D staff, IP efforts at Daikin are undertaken
Stable Levels of Cash Dividends: Daikin works to maintain its
consolidated ratio of dividends on equity (DOE) at 3.0% or higher,
mainly by legal and compliance teams and the IP Center. IP officers
and it is seeking to set stable levels of dividends based on a
are also placed in R&D teams in all business lines. These IP managers
comprehensive consideration of such factors as consolidated
work together to handle day-to-day IP work (including patent
performance, financial position, and funding requirements.
applications, application follow-ups, analyzing infringement risk of
other companies’ patents, and dealing with infringements on Daikin
patents). The officers also implement IP training programs for Daikin
Respect for the Exercise of Voting Rights: To enable shareholders
to exercise voting rights after due consideration of resolution items,
employees in different functions and at different seniority levels,
Daikin provides shareholders with invitations to general shareholders’
promote new inventions, and promote the strategic use of IP. To this
meetings and ancillary materials a week or more in advance of the
end, together with R&D staff, the IP officers are strengthening
statutory deadline. Non-Japanese institutional investors are provided
functions to build an effective patent network as well as functions
with English-language versions of the invitations and ancillary
in Daikin’s global patent research.
materials, and both English- and Japanese-language versions of the
invitations and ancillary materials are posted on the Company’s
website.
Human Rights
The Daikin Group fundamentally respects human rights. It tries to
Furthermore, Daikin has established systems that enable
shareholders to exercise their voting rights via personal computers
grasp and apply the various international norms related to human
and mobile phones.
rights, taking into account the laws of various countries and regions.
Since 2008, the Group has participated in the UN’s Global
Compact—a strategic policy initiative representing universal
Information Disclosure: Recognizing that it has an important
responsibility to increase its management transparency from the
principles on human rights, treatment of labor, and environmental
perspectives of shareholders and investors, Daikin is proactively
protection—and has been promoting staff education and awareness
working to disclose relevant information by executing diverse kinds
with the aim of building an organization that values people and is
of IR activities.
rich in diversity and creativity. The Group has also incorporated
For analysts and institutional investors, Daikin holds performance
human rights-related topics into the yearly self-assessments
explanation briefings when announcing its second-quarter and full-
undertaken by all employees, thereby encouraging them to increase
year financial results, and telephone conference briefings are
their consciousness of human rights issues.
organized when announcing first-quarter and third-quarter financial
Respect for Human Rights: The Daikin Group Compliance
Guidelines, in accordance with labor regulations, prohibit child labor
results. The Company also undertakes visits to institutional investors
in Japan and overseas and organizes meetings and other modes of
interaction with individual investors.
and forced labor, and mandate respecting human rights and diversity
Daikin’s website offers access to such legally mandated materials
in values and attitudes to work. In fiscal 2016, the Group plans to
as securities reports (yuka shoken hokoku-sho) as well as other
formulate Supply Chain CSR Promotion Guidelines, which will
corporate performance-related materials that are posted as soon
include guidelines for respecting human rights throughout the
as they are prepared. Daikin endeavors to post these reports and
Group’s supply chains.
materials in a fair and timely manner.
Daikin has also undertaken diverse management measures in
response to the feedback that it receives from its shareholders
and investors.
27
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section Eleven-Year Financial Highlights
Daikin Industries, Ltd. and Consolidated Subsidiaries
Years Ended March 31
Operating Results (for the year):
Net sales
Gross profit
Selling, general and administrative expenses
Research and development expenses (Note 1)
Operating income
EBITDA (Note 2)
Net income
Cash Flows (for the year):
Net cash provided by operating activities
Net cash used in investing activities
Free cash flow (Note 3)
Net cash provided by (used in) financing
activities
Financial Position (at year-end):
Total assets
Total interest-bearing liabilities
Total shareholders’ equity
Per Share Data (yen):
Net income (basic)
Shareholders’ equity
Cash dividends
Ratios (%):
Gross profit margin
Operating income margin
EBITDA margin
Return on shareholders’ equity (ROE)
Shareholders’ equity ratio
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Millions of yen
¥729,414
256,289
196,083
24,583
60,206
83,630
38,083
¥43,970
(42,091)
1,879
¥792,837
269,906
203,359
26,648
66,547
95,816
40,146
¥63,511
(63,420)
91
¥911,749
312,688
231,934
27,204
80,754
115,315
45,420
¥ 83,725
(305,251)
(221,526)
¥1,291,081
441,549
313,451
32,075
128,098
179,469
74,822
¥103,329
(76,428)
26,902
3,534
(4,284)
245,975
3,367
48,382
(34,942)
(37,623)
(1,113)
143,520
(38,249)
(83,073)
¥615,596
166,442
271,716
¥ 144.24
1,031.73
18.00
35.14%
8.25
11.47
15.06
44.14
¥716,440
172,995
340,523
¥ 152.11
1,293.41
22.00
34.04%
8.39
12.09
13.11
47.53
¥1,161,364
456,074
397,542
¥1,210,094
356,928
545,641
¥ 172.66
1,511.47
28.00
¥ 262.24
1,867.79
38.00
34.30%
8.86
12.65
12.31
34.23
34.20%
9.92
13.90
15.87
45.09
¥1,202,420
¥1,023,964
¥1,160,331
¥1,218,701
¥1,290,903
¥1,787,679
¥1,915,014
363,660
302,266
30,535
61,394
118,325
21,755
¥62,238
(99,302)
(37,065)
319,301
275,263
28,220
44,038
96,462
19,391
¥129,227
(39,848)
89,379
361,665
286,210
30,771
75,455
127,168
19,873
¥78,411
(23,306)
55,105
371,902
290,709
32,987
81,193
131,719
41,172
¥44,967
(62,955)
(17,988)
388,046
299,419
33,569
88,627
140,151
43,585
568,323
411,786
40,177
156,537
235,439
92,787
649,902
459,314
42,892
190,588
268,354
119,675
¥103,161
(218,386)
(115,225)
¥179,713
¥160,423
(80,835)
98,878
(77,331)
83,092
¥1,117,418
¥1,139,656
¥1,132,507
¥1,160,564
¥1,735,836
¥2,011,870
¥2,263,990
417,919
471,686
399,313
496,179
372,481
487,876
389,891
502,309
705,871
618,118
693,944
801,853
662,413
1,024,725
¥ 74.51
1,615.98
38.00
¥ 66.44
1,701.29
32.00
¥ 68.14
1,672.74
36.00
¥ 141.37
1,725.64
36.00
¥ 149.73
2,123.10
36.00
¥ 318.33
2,748.08
50.00
¥ 410.19
3,511.34
100.00
30.24%
31.19%
31.17%
30.52%
30.06%
31.79%
33.94%
5.11
9.84
4.28
42.21
4.30
9.42
4.01
43.54
6.50
10.96
4.04
43.08
6.66
10.81
8.30
43.28
6.87
10.86
7.78
35.61
8.76
13.17
13.07
39.86
9.95
14.01
13.10
45.26
Notes: 1. R&D expenses are included within general and administrative expenses and manufacturing expenses.
2. EBITDA = Operating income + depreciation and amortization.
3. Free cash flow = Net cash provided by operating activities + net cash used in investing activities.
4. Accompanying a change in accounting policy, effective from April 1, 2014, the consolidated financial statements for the fiscal year ending March 31, 2014 and subsequent years have been revised.
Net Sales
(¥ billion)
2,000
1,500
1,000
500
0
Operating Income
Net Income
(¥ billion)
200
150
100
50
0
(¥ billion)
120
90
60
30
0
05 06 07 08 09 10 11 12 13 14 15
05 06 07 08 09 10 11 12 13 14 15
05 06 07 08 09 10 11 12 13 14 15
28
Operating Results (for the year):
Net sales
Gross profit
Selling, general and administrative expenses
Research and development expenses (Note 1)
Operating income
EBITDA (Note 2)
Net income
Cash Flows (for the year):
Net cash provided by operating activities
Net cash used in investing activities
Free cash flow (Note 3)
Net cash provided by (used in) financing
activities
Total assets
Financial Position (at year-end):
Total interest-bearing liabilities
Total shareholders’ equity
Per Share Data (yen):
Net income (basic)
Shareholders’ equity
Cash dividends
Ratios (%):
Gross profit margin
Operating income margin
EBITDA margin
Return on shareholders’ equity (ROE)
Shareholders’ equity ratio
¥729,414
256,289
196,083
24,583
60,206
83,630
38,083
¥43,970
(42,091)
1,879
¥615,596
166,442
271,716
¥ 144.24
1,031.73
18.00
8.25
11.47
15.06
44.14
¥792,837
269,906
203,359
26,648
66,547
95,816
40,146
¥911,749
¥1,291,081
312,688
231,934
27,204
80,754
115,315
45,420
441,549
313,451
32,075
128,098
179,469
74,822
¥63,511
(63,420)
91
¥ 83,725
(305,251)
(221,526)
¥103,329
(76,428)
26,902
¥716,440
¥1,161,364
¥1,210,094
172,995
340,523
456,074
397,542
356,928
545,641
¥ 152.11
1,293.41
22.00
¥ 172.66
1,511.47
28.00
¥ 262.24
1,867.79
38.00
35.14%
34.04%
34.30%
34.20%
8.39
12.09
13.11
47.53
8.86
12.65
12.31
34.23
9.92
13.90
15.87
45.09
Notes: 1. R&D expenses are included within general and administrative expenses and manufacturing expenses.
2. EBITDA = Operating income + depreciation and amortization.
3. Free cash flow = Net cash provided by operating activities + net cash used in investing activities.
4. Accompanying a change in accounting policy, effective from April 1, 2014, the consolidated financial statements for the fiscal year ending March 31, 2014 and subsequent years have been revised.
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Millions of yen
¥1,202,420
363,660
302,266
30,535
61,394
118,325
21,755
¥1,023,964
319,301
275,263
28,220
44,038
96,462
19,391
¥1,160,331
361,665
286,210
30,771
75,455
127,168
19,873
¥1,218,701
371,902
290,709
32,987
81,193
131,719
41,172
¥1,290,903
388,046
299,419
33,569
88,627
140,151
43,585
¥1,787,679
568,323
411,786
40,177
156,537
235,439
92,787
¥1,915,014
649,902
459,314
42,892
190,588
268,354
119,675
¥62,238
(99,302)
(37,065)
¥129,227
(39,848)
89,379
¥78,411
(23,306)
55,105
¥44,967
(62,955)
(17,988)
¥103,161
(218,386)
(115,225)
¥179,713
(80,835)
98,878
¥160,423
(77,331)
83,092
3,534
(4,284)
245,975
3,367
48,382
(34,942)
(37,623)
(1,113)
143,520
(38,249)
(83,073)
¥1,117,418
417,919
471,686
¥1,139,656
399,313
496,179
¥1,132,507
372,481
487,876
¥1,160,564
389,891
502,309
¥1,735,836
705,871
618,118
¥2,011,870
693,944
801,853
¥2,263,990
662,413
1,024,725
¥ 74.51
1,615.98
38.00
¥ 66.44
1,701.29
32.00
¥ 68.14
1,672.74
36.00
¥ 141.37
1,725.64
36.00
¥ 149.73
2,123.10
36.00
¥ 318.33
2,748.08
50.00
¥ 410.19
3,511.34
100.00
30.24%
5.11
9.84
4.28
42.21
31.19%
4.30
9.42
4.01
43.54
31.17%
6.50
10.96
4.04
43.08
30.52%
6.66
10.81
8.30
43.28
30.06%
6.87
10.86
7.78
35.61
31.79%
8.76
13.17
13.07
39.86
33.94%
9.95
14.01
13.10
45.26
Research and Development Expenses
Shareholders’ Equity
Total Assets
(¥ billion)
50
40
30
20
10
0
(¥ billion)
1,200
900
600
300
0
(¥ billion)
2,500
2,000
1,500
1,000
500
0
05 06 07 08 09 10 11 12 13 14 15
05 06 07 08 09 10 11 12 13 14 15
05 06 07 08 09 10 11 12 13 14 15
29
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Financial Review
Overview of Net Sales
SG&A Expenses and Operating Income
Looking at economic conditions throughout the world during fiscal 2015, the U.S.
As a result of a rise in personnel expenses and product shipping costs, SG&A
economy expanded against the backdrop of robust domestic demand. The
expenses increased to ¥459.3 billion (11.5% higher year on year). The ratio of
fundamental state of conditions in the European economy remained weak, but
SG&A expenses to net sales was 24.0%, almost the same level as in the previous
quantitative expansion measures and lower oil prices had a supportive effect. In
fiscal year. Operating income grew 21.8%, to ¥190.6 billion, and the operating
emerging countries centered on China, the pace of economic growth slackened.
income margin rose 1.2 percentage points, to 10.0%.
In Japan, the reaction to the consumption tax rate hike caused economic
conditions to become more sluggish. The entire Daikin Group has worked
R&D Expenses
concertedly to improve its performance by augmenting marketing and sales
capabilities and reducing fixed costs while also shifting a portion of component
In response to an increase in worldwide concern regarding global warming and
manufacturing operations to Japan and taking other measures aimed at realizing
energy issues, the Group is engaging in leading-edge R&D programs designed to
the potential benefits from yen depreciation and otherwise responding to foreign
proactively contribute to the resolution of global environmental issues while also
exchange rate trends. The Group’s performance benefitted from strong overseas
expanding the Group’s business operations. In fiscal 2015, R&D expenses
sales of its mainstay air-conditioning business centered on the markets of China,
included in cost of goods sold and SG&A expenses amounted to ¥42.9 billion and
other Asian countries, and the United States. The strength of overseas sales
corresponded to 2.2% of net sales.
along with the higher yen-denominated value of those sales owing to yen
depreciation helped the Group attain new record high levels of both sales and
• Air-Conditioning and Refrigeration Equipment
profitability. Consolidated net sales totaled ¥1,915.0 billion, up 7.1% from the
R&D expenses for air-conditioning and refrigeration equipment operations totaled
level in the previous fiscal year. Consolidated operating income was ¥190.6
¥37.5 billion.
billion (up 21.8%). Net income totaled ¥119.7 billion (up 29.0%). The levels of
In Japanese residential-use air-conditioner business, Daikin offers housing
net sales and operating income were the highest ever recorded by the Group, and
multi air-conditioner models that are the first of their type to employ the new
the operating income target within the FUSION 15 strategic management plan
refrigerant HFC32 (R32) and provide improved energy conservation performance
(¥190.0 billion) was attained a year ahead of schedule.
while also realizing a degree of compactness that enables them to be placed in
Currency Exchange Rates
restricted spaces available on apartment balconies. Wall-mounted-type Urusara 7
models during the air-conditioning season offer even more-precise temperature
control than was previously possible along with fully sufficient dehumidification
The yen depreciated substantially against the U.S. dollar and euro compared to
capabilities and during the winter offer humidification functions, so that optimal
the previous year’s levels, and the average currency exchange rate during the
humidity levels can be maintained throughout the year.
fiscal year was ¥110 to one U.S. dollar and ¥139 to one euro. As a result of these
Regarding commercial-use air-conditioner business, leveraging the technolo-
movements in foreign currency exchange rates, Daikin consolidated net sales
gies and experience that boosted cumulative production volume of commercial
were estimated to be ¥86.0 billion higher and operating income ¥10.0 billion
air conditioners past the 10 million unit landmark level, in May 2014, Daikin
higher, compared with the previous year, than they would have been without
launched FIVE STAR ZEAS and Eco-ZEAS air-conditioning systems for stores and
movements in exchange rates.
Yen-U.S. dollar rate
Yen-euro rate
Fiscal 2014
Fiscal 2015
¥100
¥134
¥110
¥139
offices that use R32 refrigerant and realize high levels of energy-saving perfor-
mance. With respect to multiple air-conditioning systems for office buildings,
Daikin has emphasized the development of technology to boost efficiency during
the low-load operating periods that account for about 90% of annual operating
time, and it has thereby been able to realize improved energy conservation in the
context of actual operating conditions.
Domestic and Overseas Sales
Operating Income
and Operating Income Margin
Net Income
(¥ billion)
2,000
1,500
1,000
500
0
(¥ billion)
200
150
100
50
0
(%)
12
(¥ billion)
120
9
6
3
0
90
60
30
0
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
Domestic
Overseas sales
Operating income
Operating income margin
30
In North America, Daikin responded to the market’s energy-conservation needs
Dividend Policy and Dividends Applicable
in September 2014 by expanding the scope of the WME 700-ton magnetic bearing
to the Fiscal Year
chiller series to include large-scale models with capacities of up to 1,500 tons.
In China, Daikin responded to rising consciousness of environmental issues by
With the goal of augmenting corporate value and elevating shareholder returns,
launching high-efficiency, two-stage turbo inverter models and high-efficiency,
Daikin continues to make strategic investments and expand its business while
magnetic bearing turbo models equipped with economizers.
also proceeding with such structural reforms as those to promote comprehensive
With respect to Europe, in October 2014, Daikin launched energy-conserving,
cost reductions and strengthen its financial position.
compact air-handling unit models that are compact but offer heat-recovery
Specifically, in accordance with its fundamental goal of providing stable and
functions.
• Chemicals
continuous returns to shareholders, Daikin is striving to keep its consolidated
ratio of dividends on equity (DOE) at levels of 3.0% or above while also seeking
to increase its consolidated dividend payout ratio and thereby further expand
R&D expenses for Chemicals operations totaled ¥4.4 billion.
shareholder returns.
Daikin’s chemicals business conducts R&D for new products and new applica-
Internal reserves will be applied to strategic investments aimed at expanding
tions based on rich experience in fluorine products and fluorochemical technolo-
business operations and increasing competitiveness by such means as further
gy. In fluoropolymer resins and fluororubbers, using fluorochemicals’ good
strengthening management systems, accelerating the development of global
properties in heat resistance, low drug reactivity, and dielectric properties, Daikin
businesses, and accelerating the development of environment-friendly products.
is developing new differentiated products for automotive, semiconductor, IT field,
For the fiscal year ended March 31, 2015, including a special ¥10 dividend
and other applications.
commemorating the 90th anniversary of its founding that was included in the
Also emphasizing the next-generation energy field, Daikin is developing such
interim dividend, Daikin distributed a total annual cash dividend of ¥100 per
products as electrolyte solutions, additives, positive electrode binders, gaskets,
share (an interim dividend of ¥40 per share and a year-end dividend of ¥60 per
and other components needed to increase the capacity and safety of lithium ion
share), a ¥50 increase from the previous fiscal year. For the current fiscal year
secondary batteries. During fiscal 2015, the Company launched the VW700 series
ending March 31, 2016, the Company plans to distribute a total annual cash
of PVDF binder products for use as a positive electrode binder material.
dividend of ¥110 per share (an interim dividend of ¥55 per share and a year-end
• Other operations
R&D expenses for oil hydraulics, defense systems, and other operations totaled
Performance by Business Segment
dividend of ¥55 per share).
¥1.0 billion.
In oil hydraulics, Daikin is commercializing a large-capacity series of products
• Air-Conditioning and Refrigeration Equipment
and developing new applications by leveraging the special characteristics of its
Total sales of the Air-Conditioning and Refrigeration Equipment segment
hybrid oil hydraulic system technology that combines oil hydraulic technology and
increased to ¥1,710.9 billion, up 7.1% from the previous fiscal year. Operating
inverter technology to realize energy conservation and high functionality that
income increased 21.9%, to ¥170.5 billion.
could not be attained with previously existing hydraulic systems.
In defense systems, Daikin conducts R&D related to artillery shell and guided
Japan
missile components for Japan’s Ministry of Defense.
In Japan’s commercial air-conditioning equipment market, Daikin moved ahead
Other Income (Expenses) and Net Income
FIVE STAR ZEAS (which uses the low global-warming factor refrigerant R32,
with its marketing promotion activities for such highly differentiated products as
which has a global-warming potential only one-third that of conventional refriger-
Despite the recording of impairment losses as extraordinary losses, consolidated net
ants) and Eco-ZEAS80 models as well as for such high-value-added products as
income amounted to ¥119.7 billion, 29.0% higher than in the previous fiscal year.
those of the Ve-up series of multiple air-conditioning systems for office buildings,
Selling, General
and Administrative Expenses
Revenues by Segment
Segment Profit
(¥ billion)
480
360
240
120
0
(¥ billion)
2,000
1,500
1,000
500
0
(¥ billion)
200
150
100
50
0
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
Air conditioning
Chemicals
Other
Air conditioning
Chemicals
Other
31
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Financial Review
Unit Sales of Air-Conditioning Systems in the Japanese Air-Conditioning Industry (Fiscal 2015)
(1,000 units)
First half
Year on year
Second half
Year on year
Full year
Year on year
Residential use
Commercial use
5,248
441
91%
101%
2,845
398
78%
100%
8,094
839
86%
101%
and its sales of commercial-use products surpassed their level in the previous
With respect to emerging country markets, Daikin’s sales in Middle Eastern and
fiscal year.
African markets increased as a result of the Company’s efforts to expand its
In Japan’s residential air-conditioning equipment market, industry shipments
business foundation. Because the impact of economic deceleration and cool
showed period-on-period decreases with respect to the first half of the fiscal year
summer weather in Turkey caused a large drop in sales of residential air condi-
as well as the fiscal year as a whole. The Daikin Group worked to differentiate its
tioners in that country, however, Daikin’s overall sales in emerging country
products by making all its wall-mounted room air-conditioner models compatible
markets within the Europe region were below the level in the previous year.
with R32 refrigerant and worked to promote sales of the Urusara 7 room air
conditioner, which met 2015 energy-conservation standards prior to their
• China
introduction, and other high-value-added models, but the large impact of the
In China, the Daikin Group emphasized sales through retailers and was able to
decrease in overall demand caused the Group’s sales of residential air-condition-
realize a year-on-year increase in its overall sales in China. The Group’s market-
ing products to fall below their level in the previous fiscal year.
ing network has been extended from major cities to encompass an increasing
Overseas
• Europe Region
number of regional cities. Particularly with respect to the residential air-condition-
er market, the strengthening of the Daikin PROSHOP network of exclusive retail
sales outlets and the launch of such new offerings as New Life Multi Series
In Europe, Daikin recorded slight year-on-year sales increases in the third and
residential-use multi air conditioners led to sales expansion. In the large-scale
fourth quarters of fiscal 2015, but the impact of relatively cool weather during
air-conditioning system (applied) field, although capital investment restraint
July and August in southern European countries that are principal markets kept
accompanying economic deceleration has been causing demand growth to
sales for the fiscal year as a whole below the level in the previous year. Regarding
slacken, Daikin’s sales of such products as turbo chillers and air-handling units
residential air-conditioning equipment, sales expansion was achieved for
grew, supporting a year-on-year rise in the Company’s net sales.
premium models developed in Europe with an emphasis on design elegance, and
Daikin continued to strengthen its sales promotion efforts for relatively inexpen-
• Asia/Oceania Region
sive models, but the considerable impact of the cool summer weather in southern
In Australia, growing demand for residential-use air-conditioning products
European countries caused the Company’s sales to decline year on year.
enabled Daikin to record a robust performance, and the Company’s sales in
Regarding commercial-use products, however, Daikin was able to realize a
Thailand also exceeded their level in the previous fiscal year. Daikin has progres-
year-on-year increase in sales owing to its implementation of marketing policies
sively strengthened its marketing networks in the region’s emerging countries,
focused on addressing recoveries in construction-related demand in the U.K. and
and the Company’s responsiveness to expanding demand for both residential-
Germany along with its highly detailed retailer-focused follow-up measures and
and commercial-use products in Vietnam and Indonesia enabled sales in those
order-acquisition campaigns in each of the region’s countries. Daikin also
countries to surpass their level in the previous year by considerable margins.
recorded a year-on-year increase in sales of heat-pump hot-water-supply and
As a result, Daikin realized a year-on-year increase in its overall sales in the
room-heating systems, reflecting a sales surge in the mainstay market of France.
Asia/Oceania region.
Composition of Sales
Others 2.9%
Chemicals 7.8%
32
Research and
Development Expenses
(¥ billion)
48
Air-Conditioning
89.3%
36
24
12
0
2011 2012 2013 2014 2015
• Americas Region
• Other operations
In the Americas region, year-on-year increases were achieved in Daikin’s sales of
Total sales in the Others segment amounted to ¥54.5 billion, up 9.3% from
residential-use products and light commercial-use products for medium-scale
the previous fiscal year. The segment’s operating income surged 50.9%, to
office buildings. Although cool summer weather impacted sales in some regions,
¥3.6 billion.
the sales increase year on year reflected the Company’s ability to respond to
Daikin recorded robust sales of oil hydraulics equipment for industrial machin-
accelerated demand prior to an increase in the rigor of energy-conservation
ery in Japan and the United States, and its overall sales of such products were
regulations as well as the Company’s success in increasing its market share
higher than in the previous year. Sales of oil hydraulic equipment for construction
through its implementation of highly detailed marketing measures focused on
equipment and motor vehicles also increased, reflecting the strength of demand
individual retail outlets in the region. While demand in the market for applied
from principal customers in Japan as well as the strength of overseas demand.
products was roughly the same as in the previous year, growth in sales of Daikin
Regarding defense business, Daikin recorded robust sales of products for
products centered on air-handling units enabled the Company to realize a
Japan’s Ministry of Defense as well as of home-use oxygen therapy products, and
year-on-year sales increase in that market.
• Chemicals
its overall sales of such products were higher than in the previous year.
With respect to electronic systems business, sales of database systems for
design and development applications exceeded the level in the previous year,
Daikin’s Chemicals segment’s total sales increased 6.3% from the previous year,
reflecting an increase in product quality and growth in demand for IT systems.
to ¥149.6 billion, and the segment’s operating income grew to ¥16.6 billion, up
15.6% from the previous year.
Outlook for Fiscal 2016
Regarding fluorochemical resins, the sluggishness of Chinese demand related
to railway and communications infrastructure projects kept sales in China below
For fiscal 2016, the last year of the period covered by the FUSION 15 strategic
the previous year’s level. The strength of U.S. demand for automotive and other
management plan, the Daikin Group has adopted the slogan “Create the Future,
applications enabled the Company to realize a year-on-year sales increase in the
Exceed in a Changing World.” In accordance with that slogan, the Group is
United States. With respect to fluoroelastomers, Daikin was able to record a
endeavoring to perspicaciously identify incipient structural changes in the world’s
higher level of sales than in the previous year as a result of strong sales centered
economic and societal systems and take full advantage of the opportunities
on sales for automotive applications in the United States and Asia. Despite
associated with those changes to expand its business operations going forward.
deceleration of demand growth for certain application fields in each region and
Specifically, the Group intends to upgrade its capabilities for product develop-
market, the Company’s overall sales of fluorochemical resins exceeded the level
ment, manufacturing, procurement, and quality assurance; build resiliently strong
in the previous year.
marketing networks; and further increase the sophistication of its human resource
In the chemical products business, robust demand for Daikin’s water and oil
development programs. It is moving ahead with the implementation of such core
repellent agents enabled the Company to record a year-on-year increase in its
growth strategies within its strategic management plan as those calling for the
sales of those products. Abundant Chinese demand for anti-smudge surface
expansion of volume-zone business in emerging countries, solutions business,
coating agents for touch screens and other applications boosted Daikin’s sales
and environmental innovation business. At the same time, the Group will seek to
of those agents to considerably above the previous year’s level. Demand for
realize growth in both sales and profitability by promoting a highly selective
semiconductor-related etching agents was robust in Japan and other Asian
approach to investments, radical reductions of fixed costs, and other measures
countries, and the Company’s sales of those agents surpassed the previous year’s
designed to build a highly profitable business structure.
level. As a result, the Company’s overall sales of chemical products were higher
The Daikin Group’s performance outlook on a consolidated basis for fiscal
than in the previous year.
2016 is for a 7.6% increase in net sales, to ¥2,060.0 billion, an 11.2% increase
With respect to fluorocarbon gases, sluggish demand in Japan and decreased
in operating income, to ¥212.0 billion, and an 8.6% increase in net income
sales to air-conditioner manufacturers in China and other Asian countries caused
attributable to owners of the parent, to ¥130.0 billion. Foreign currency exchange
Daikin’s fluorocarbon gas sales to fall below the previous year’s level.
rates assumed for fiscal 2016 are ¥115/U.S. dollar and ¥125/euro.
Total Assets
Working Capital and Current Ratio
Attributable to Owners of the Parent Shareholders’
Equity and Shareholders’ Equity Ratio
(¥ billion)
2,400
1,800
1,200
600
0
(¥ billion)
600
400
200
0
(%)
240
160
80
0
(¥ billion)
1,200
900
600
300
0
(%)
48
36
24
12
0
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
Working capital
Current ratio
Shareholders’ equity
Shareholders’ equity ratio
33
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Financial Review
Assets, Liabilities, and Total Equity
Depreciation and amortization expense amounted to ¥52.8 billion, down ¥2.3
billion from the previous fiscal year.
• Assets
At the end of fiscal 2015, total assets amounted to ¥2,264.0 billion, up ¥252.1
Cash Flows
billion from the end of the previous fiscal year. Current assets amounted to
¥1,082.6 billion, up ¥115.4 billion from the end of the previous fiscal year, owing
Net cash provided by operating activities amounted to ¥160.4 billion, down
to factors including an increase in cash and cash equivalents and trade receiv-
¥19.3 billion compared with the previous fiscal year, due to factors including the
ables. Noncurrent assets were ¥136.7 billion higher than at the end of the
increase in income before income taxes and minority interests as well as a
previous fiscal year, at ¥1,181.4 billion, due to purchases and valuation changes
decrease in trade payables. Net cash used in investing activities amounted to
of investment securities as well as other factors.
¥77.3 billion, ¥3.5 billion less than that used in the previous fiscal year, owing to
• Liabilities and Total Equity
factors including a decrease in expenditure for the acquisition of investment
securities. Net cash used in financing activities amounted to ¥83.1 billion, ¥44.8
Total liabilities rose to ¥1,215.7 billion, up ¥27.7 billion from the end of the
billion more than that used in the previous fiscal year, owing to an increase of
previous fiscal year, reflecting a rise in deferred tax liabilities and other factors.
expenditure for the repayment of long-term borrowings and other factors.
The interest-bearing debt to total assets ratio improved to 29.3%, from 34.5% at
As a result of these changes, cash and cash equivalents as of March 31, 2015
the end of the previous fiscal year.
amounted to ¥287.0 billion, up ¥29.7 billion from the previous fiscal year-end.
Despite a decrease due to cash dividend payments, net assets increased
¥224.5 billion, to ¥1,048.3 billion, due to factors including net income for the
Principal Risks Associated
year and foreign currency translation adjustments booked in equity.
with the Daikin Group’s Operations
As a result, the equity ratio rose to 45.3%, from 39.9% at the end of the
previous fiscal year, and shareholders’ equity per share grew to ¥3,511.34, from
• Sharp changes in politico-economic conditions
¥2,748.08 at the end of the previous fiscal year.
or supply-demand relationships in principal markets
Capital Investment and Depreciation and Amortization
possibility that Group performance could be impacted if politico-economic
The Group provides goods and services throughout the world, and there is a
changes occur in such markets as Japan, Europe, North America, China, and
In accordance with the Daikin Group’s fundamental strategy of concentrating
other countries in the Asian region.
management assets in business fields that offer high profitability, the Group
In particular, the Group is proactively developing business operations outside
made total capital investment of ¥78.4 billion in fiscal 2015, largely in the
Japan through measures including constructing new air-conditioning equipment
air-conditioning and chemicals business fields. In the air-conditioning field, Daikin
manufacturing facilities and acquiring air-conditioning equipment dealers in
invested ¥18.0 billion, mainly for R&D related to room air conditioners and
Europe as well as establishing manufacturing and marketing companies in China.
package air conditioners and for rationalization objectives. At Goodman Global
There is, thus, a possibility that the Group’s performance could be impacted by
Group, Inc., investments of ¥7.8 billion were made primarily to increase capacity.
business environment changes in one or more global regions. These changes
In the chemicals field, the Group invested ¥8.1 billion, mainly for increasing
could include the deterioration of economic conditions, raw material price surges,
production capacity and for rationalization objectives, and Daikin Fluorochemicals
and/or the intensification of competition with other companies. In the United
(China) Co., Ltd., implemented ¥5.7 billion in capital investments, mainly for
States, on November 1, 2012, Daikin completed all procedures for the acquisition
increasing its production capabilities.
of Goodman Global Group, Inc. (Head Office: Houston, Texas—hereinafter,
The main sources of funds for these investments were bank borrowings and
“Goodman”) for a purchase price of US$3.7 billion (including the refinancing of
retained earnings.
Goodman’s existing debt).
ROE
(%)
15
12
9
6
3
0
34
ROA
(%)
6
5
4
3
2
1
0
Capital Investment
and Depreciation and Amortization
(¥ billion)
80
60
40
20
0
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
2011 2012 2013 2014 2015
Capital investment
Depreciation and amortization
(excluding amortization of goodwill)
By means of this acquisition, Daikin intends to reinforce Goodman’s sales
and similar instruments. Daikin also undertakes medium- to long-term measures
network—the largest sales network in the U.S. residential and commercial
to continuously adjust procurement and manufacturing operations and optimize
air-conditioning equipment market—through the launch of environment-friendly
them for changing currency exchange-rate trends, and to balance imports and
products incorporating Daikin’s state-of-the-art environmental technologies.
exports in each currency. Through this, the Group works to realize a business
Doing this, Daikin aims to bring about new trends in the U.S. air-conditioner
structure that is not greatly impacted by changes in currency exchange rates.
market that will enable the Group to realize business expansion and contribute to
However, currency exchange rate-related risks cannot be completely avoided.
environmental protection. Furthermore, Daikin hopes to further improve its
competitiveness by leveraging Goodman’s low-cost management know-how to
• Major product quality claims
develop business in emerging economies and volume-zone markets. Daikin also
The Group strives to ensure thorough quality management for all its products,
hopes to use this know-how to reform the Group’s earnings structure, including
regardless of whether they are manufactured in Japan or overseas. With respect
at operations in advanced economies. There is a possibility that the degree of
to new product development, all four related elements—design, production
progress toward realizing those objectives could impact the Daikin Group’s
technology, and purchasing units and suppliers—work in an integrated manner
performance.
to concurrently move ahead with the collaborative development of process
innovation measures, aiming to implement innovations related to quality, costs,
• Cold summer weather and other unusual weather patterns
and product development speed. The Group also has purchased liability insurance
accompanied by changes in demand for air conditioners
to cover unexpected quality-related claims, but, in the case that a major quality
Air-conditioning and refrigeration operations accounted for 89.3% of the Daikin
claim situation were to occur, there is a possibility that it could have an impact
Group’s consolidated net sales in fiscal 2015. Therefore, the Group strives to
on the Group’s performance.
accurately monitor weather information and weather-related demand trends in
the world’s principal markets. It also employs flexible manufacturing methods
• Major problems in manufacturing
and marketing policies designed to minimize the impact of those demand trends
The Group strives to implement thorough preventative maintenance measures
on its performance. However, depending on the magnitude of demand changes
at all its production facilities, regardless of whether they are in Japan or overseas.
resulting from cold summer weather or other unusual weather patterns, there is
In addition, particularly with respect to the chemical business, the Group is
a possibility that the Group’s performance could be impacted.
working to strengthen its facility safety audits, security management systems, and
• Large fluctuations in currency exchange rates
Group has purchased insurance to cover facility damage and foregone earnings,
Overseas sales accounted for 74.0% of the Daikin Group’s consolidated net sales
but, in the case that a major problem were to occur in manufacturing operations,
in fiscal 2015. The acceleration of global business development going forward is
there is a possibility that it could have an impact on the Group’s performance.
other related systems. Moreover, with respect to manufacturing problems, the
expected to further elevate this overseas sales ratio. Consolidated financial
statements are prepared by translating local currency-denominated items for
• Major changes in the market prices of securities and other assets
Group operations in each global region, including sales, expenses, and assets.
The Group’s holdings of securities are primarily holdings designed to strengthen
Accordingly, depending on currency exchange rates at the time of the currency
collaborative business expansion measures in cooperation with business partners
translation, there may be an impact on yen translation values even when there
and to strengthen relationships with business partners. However, in the case of
has been no change in local currency-denominated figures. In addition, because
large fluctuations in securities markets, bankruptcies of business partners, and
the Group engages in foreign currency-denominated transactions in raw materials
similar situations, there is a possibility that it could have an impact on the
and component procurement and in the sale of goods and services, there is a
Group’s performance.
possibility that changes in currency exchange rates could impact manufacturing
costs and sales performance. To avoid such currency exchange rate-related risks,
• Impairment of long-lived assets
the Group undertakes short-term risk hedging via forward exchange contracts
In connection with its business assets, goodwill generated on the occasion of
Free Cash Flow
(¥ billion)
120
60
0
-60
-120
2011 2012 2013 2014 2015
corporate acquisitions, and similar items, the Group records various types of
tangible and intangible long-lived assets. With respect to these assets, in cases
going forward when such factors as performance trends and market price drops
prevent the generation of expected cash flows, there may be cases in which the
assets in question may require impairment treatment. In the case of such
impairment of long-lived assets, there is a possibility that it could have an impact
on the Group’s performance.
• Natural disasters
In the case that such natural disasters as major earthquakes and typhoons occur
and exert an impact on the Group’s manufacturing, marketing, and distribution
bases, there is a possibility that it could have an impact on the Group’s perfor-
mance.
35
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Consolidated Balance Sheet
Daikin Industries, Ltd. and Consolidated Subsidiaries
March 31, 2015
ASSETS
Current assets:
Cash and cash equivalents (Notes 9 and 16)
Trade receivables (Notes 8 and 16):
Notes
Accounts
Allowance for doubtful receivables
Inventories (Note 4)
Deferred tax assets (Note 13)
Prepaid expenses and other current assets
Total current assets
Property, plant and equipment:
Land
Buildings and structures
Machinery and equipment
Furniture and fixtures
Lease assets (Note 15)
Construction in progress
Total
Accumulated depreciation
Net property, plant and equipment
Investments and other assets:
Investment securities (Notes 6 and 16)
Investments in and advances to unconsolidated subsidiaries and associated companies
Goodwill (Note 7)
Customer relationships
Other intangible assets
Deferred tax assets (Note 13)
Assets for retirement benefits (Note 10)
Other assets
Total investments and other assets
Total
See notes to consolidated financial statements.
36
Millions of yen
2015
2014
¥ 286,950
¥ 257,295
54,064
300,417
(6,897)
354,159
38,746
55,176
1,082,615
37,562
260,576
493,647
164,070
5,890
33,834
995,579
(647,823)
347,756
200,451
20,336
369,965
137,971
68,789
2,933
19,427
13,747
59,984
257,601
(6,598)
317,561
29,898
51,469
967,210
33,624
235,076
450,213
148,450
6,139
21,899
895,401
(595,684)
299,717
154,360
17,175
361,667
123,700
60,389
6,236
10,070
11,346
833,619
744,943
¥2,263,990
¥2,011,870
LIABILITIES AND EQUITY
Current liabilities:
Short-term borrowings (Notes 9 and 16)
Current portion of long-term debt (Notes 9 and 16)
Current portion of long-term lease obligations (Note 15)
Trade payables (Note 16):
Notes
Accounts
Income taxes payable (Note 16)
Deferred tax liabilities (Note 13)
Provision for product warranties
Accrued expenses (Note 8)
Other current liabilities (Note 8)
Total current liabilities
Long-term liabilities:
Long-term debt (Notes 9 and 16)
Long-term lease obligations (Note 15)
Liabilities for retirement benefits (Note 10)
Deferred tax liabilities (Note 13)
Other long-term liabilities
Total long-term liabilities
Commitments and contingent liabilities (Notes 15 and 17)
Equity (Notes 11, 12 and 21):
Common stock—authorized, 500,000,000 shares; issued 293,113,973 shares in 2015 and 2014
Capital surplus
Stock acquisition rights
Retained earnings
Treasury stock, at cost: 1,280,652 shares in 2015 and 1,326,704 shares in 2014
Accumulated other comprehensive income (loss):
Unrealized gain on available-for-sale securities
Deferred (loss) gain on derivatives under hedge accounting
Foreign currency translation adjustments
Remeasurements of defined benefit plans
Subtotal
Minority interests
Total equity
Total
Millions of yen
2015
2014
¥ 57,898
¥ 43,325
39,010
1,913
8,362
145,576
21,515
22,659
50,547
96,376
81,768
95,886
1,731
9,380
152,704
17,429
13,356
46,113
84,618
68,925
525,624
533,467
560,875
550,475
2,718
10,710
95,116
20,635
2,526
9,975
73,300
18,269
690,054
654,545
85,032
83,444
993
617,129
(5,221)
67,819
(464)
179,566
(2,580)
1,025,718
22,594
1,048,312
¥2,263,990
85,032
83,550
842
514,093
(4,549)
40,066
606
87,938
(4,883)
802,695
21,163
823,858
¥2,011,870
37
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Consolidated Statement of Income
Daikin Industries, Ltd. and Consolidated Subsidiaries
Year Ended March 31, 2015
Net sales (Note 8)
Cost of sales (Note 14)
Gross profit
Selling, general and administrative expenses (Notes 7, 8 and 14)
Operating income
Other income (expenses):
Interest and dividend income
Interest expense
Exchange gains
Gain on sales of land
Losses on disposals of property, plant and equipment and other intangible assets
Losses on impairment of long-lived assets (Note 5)
Gains on sales of investment securities (Note 6)
Impairment losses on investment securities (Notes 6 and 16)
Equity in earnings of unconsolidated subsidiaries and associated companies
Gains on reversal of stock acquisition rights
Loss on termination of a defined benefit plan (Note 10)
Other—net
Other income (expenses)—net
Income before income taxes and minority interests
Income taxes (Note 13):
Current
Deferred
Total income taxes
Net income before minority interests
Minority interests in net income
Net income
Amounts per common share (Note 19):
Basic net income
Diluted net income
Cash dividends applicable to the year
See notes to consolidated financial statements.
Millions of yen
2015
¥1,915,014
1,265,112
649,902
459,314
190,588
2014
¥1,787,679
1,219,356
568,323
411,786
156,537
8,874
(9,064)
2,955
43
(481)
(4,578)
4,007
880
101
(812)
(5)
1,920
192,508
60,969
6,996
67,965
124,543
(4,868)
6,478
(9,454)
483
159
(335)
54
(1,531)
1,652
209
(137)
(2,422)
154,115
50,390
5,569
55,959
98,156
(5,369)
¥ 119,675
¥ 92,787
Yen
¥410.19
409.75
100.00
¥318.33
317.94
50.00
38
Consolidated Statement of Comprehensive Income
Daikin Industries, Ltd. and Consolidated Subsidiaries
Year Ended March 31, 2015
Net income before minority interests
Other comprehensive income (Note 18):
Unrealized gains on available-for-sale securities
Deferred (losses) gains on derivatives under hedge accounting
Foreign currency translation adjustments
Remeasurements of defined benefit plans
Share of other comprehensive income in affiliates accounted for using the equity method
Total other comprehensive income
Millions of yen
2015
¥124,543
2014
¥ 98,156
27,752
(1,071)
93,434
2,318
1,674
124,107
21,632
1,218
59,499
2,823
85,172
Comprehensive income
¥248,650
¥183,328
Total comprehensive income attributable to:
Company’s shareholders
Minority interests
See notes to consolidated financial statements.
¥240,224
8,426
¥176,479
6,849
Consolidated Statement of Changes in Equity
Daikin Industries, Ltd. and Consolidated Subsidiaries
Year Ended March 31, 2015
Outstanding
Number of
Common
Shares Issued
Common
Stock
Capital
Surplus
Stock
Acquisition
Rights
Retained
Earnings
Treasury
Stock
Millions of yen
Accumulated Other Comprehensive Income (Loss)
Unrealized
Gain
on Available-
for-Sale
Securities
Deferred
(Loss) Gain
on Derivatives
under Hedge
Accounting
Foreign
Currency
Translation
Adjustments
Remeasure-
ments of
Defined
Benefit Plans
Total
Minority
Interests
Total
Equity
291,139,930 ¥85,032
¥83,017
¥1,335
¥438,671
¥(6,772)
¥18,431
¥ (146)
¥ (115)
¥ 619,453 ¥16,544 ¥ 635,997
291,139,930
85,032
83,017
1,335
437,273
(6,772)
18,431
(146)
(115)
618,055
16,544
634,599
(1,398)
(1,398)
(1,398)
Balance, April 1, 2013
(as previously reported)
Cumulative effect of account-
ing change (Note 3. a)
Balance, April 1, 2013
(as restated)
Effect of change of the fiscal
year-end of certain consoli-
dated subsidiaries (Note 2. a)
Net income
Net change in the year
Balance, March 31, 2014
(as restated)
Cumulative effect of account-
ing change (Note 2. n)
Balance, April 1, 2014
(as restated)
Effect of change of the fiscal
year-end of certain consoli-
dated subsidiaries (Note 2. a)
Net income
Cash dividends, ¥50 per share
Repurchase of treasury stock
Disposal of treasury stock
(663)
648,002
(4,021)
92,787
(11,946)
533
(493)
(4)
2,227
21,635
(4,021)
92,787
(11,946)
(4)
2,760
105,064
4,619
(4,021)
92,787
(11,946)
(4)
2,760
109,683
88,053
¥(4,883)
87,938
(4,883)
802,695
21,163
823,858
752
606
291,787,269
85,032
83,550
842
514,093
(4,549)
40,066
291,787,269
85,032
83,550
842
517,157
(4,549)
40,066
606
87,938
(4,883)
805,759
21,163
826,922
3,064
3,064
3,064
Cash dividends, ¥100 per share
Repurchase of treasury stock
Disposal of treasury stock
(310,948)
357,000
(157)
119,675
(19,546)
(106)
(2,095)
1,423
Net change in the year
Balance, March 31, 2015
291,833,321 ¥85,032 ¥83,444
151
27,753
¥ 993 ¥617,129 ¥(5,221) ¥67,819
(1,070)
¥ (464)
91,628
¥179,566
See notes to consolidated financial statements.
(157)
119,675
(19,546)
(2,095)
1,317
122,196
¥(2,580) ¥1,025,718 ¥22,594 ¥1,048,312
(157)
119,675
(19,546)
(2,095)
1,317
120,765
2,303
1,431
39
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Consolidated Statement of Cash Flows
Daikin Industries, Ltd. and Consolidated Subsidiaries
Year Ended March 31, 2015
Operating activities:
Income before income taxes and minority interests
¥192,508
¥154,115
Millions of yen
2015
2014
Adjustments for:
Income taxes—paid
Depreciation and amortization
Losses on impairment of long-lived assets
Gains on sales of investment securities
Impairment losses on investment securities
Losses on disposals of property, plant and equipment and other intangible assets
Equity in earnings of unconsolidated subsidiaries and associated companies
Changes in assets and liabilities, without net of effects of the purchase of subsidiaries:
Trade notes and accounts receivable
Inventories
Other current assets
Assets for retirement benefits
Trade notes and accounts payable
Accrued expenses
Other current liabilities
Liabilities for retirement benefits
Other—net
Total adjustments
Net cash provided by operating activities
Investing activities:
Payments for purchases of property, plant and equipment
Proceeds from sales of property, plant and equipment
Payments for acquisition of shares of newly consolidated subsidiaries,
after deduction for net of cash and cash equivalents acquired
Proceeds from sales of shares of subsidiaries resulting in change in the scope of consolidation
Payment for acquisition of shares of associated company
Payments for acquisition of investment securities
Proceeds from sales of investment securities (Note 6)
Payment for transfer of business
Other—net
Net cash used in investing activities
Financing activities:
Net increase (decrease) in short-term borrowings
Increase in long-term debt
Repayments of long-term debt
Cash dividends paid to the Company’s shareholders
Cash dividends paid to minority interests
Proceeds from issuance of shares to minority interests
Other—net
Net cash used in financing activities
Effect of exchange rate changes on cash and cash equivalents
Net increase in cash and cash equivalents
Effect of change of the fiscal year-end of consolidated subsidiaries
Cash and cash equivalents, beginning of year
Cash and cash equivalents, end of year
See notes to consolidated financial statements.
40
(60,214)
77,767
4,578
(4,007)
481
(880)
(18,997)
(16,631)
2,777
(4,303)
(16,557)
6,059
3,685
497
(6,340)
(32,085)
160,423
(71,760)
1,773
1,793
(1,324)
(10,698)
7,452
(4,567)
(77,331)
13,346
24,909
(95,922)
(19,546)
(2,257)
(3,603)
(83,073)
29,837
29,856
(201)
257,295
¥286,950
(45,874)
78,901
(54)
1,531
335
(1,652)
(36,125)
(5,088)
(1,315)
499
19,140
12,846
9,238
5,512
(12,296)
25,598
179,713
(53,647)
1,738
(857)
(26,742)
84
(410)
(1,001)
(80,835)
(19,180)
15
(5,024)
(11,946)
(2,604)
297
193
(38,249)
10,896
71,525
199
185,571
¥257,295
Notes to Consolidated Financial Statements
Daikin Industries, Ltd. and Consolidated Subsidiaries
Year Ended March 31, 2015
1. BASIS OF PRESENTING CONSOLIDATED FINANCIAL STATEMENTS
The accompanying consolidated financial statements of Daikin Industries, Ltd. (the “Company”) have been prepared in accordance
with the provisions set forth in the Japanese Financial Instruments and Exchange Act and its related accounting regulations and in
accordance with accounting principles generally accepted in Japan (“Japanese GAAP”), which are different in certain respects as to
the application and disclosure requirements of International Financial Reporting Standards (IFRSs).
In preparing these consolidated financial statements, certain reclassifications and rearrangements have been made to the
Company’s consolidated financial statements issued domestically in order to present them in a form which is more familiar to
readers outside Japan.
In addition, certain reclassifications have been made in the 2014 consolidated financial statements to conform to the
classification used in 2015.
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
a. Principles of Consolidation and Accounting for Investments in Unconsolidated Subsidiaries and Associated
Companies - The accompanying consolidated financial statements include the accounts of the Company and its significant
subsidiaries (collectively, the “Group”).
Under the control and influence concepts, those companies in which the Company, directly or indirectly, is able to exercise
control are fully consolidated, and those companies over which the Group has the ability to exercise significant influence are
accounted for by the equity method.
The Group applies the equity method of accounting for investments in unconsolidated subsidiaries and associated companies
except for certain insignificant companies. Investments in such insignificant companies are stated at cost, except investments for
which the value has been permanently impaired, for which appropriate write-downs are recorded. If these subsidiaries and
associated companies had been consolidated or accounted for using the equity method, respectively, the effect on the
accompanying consolidated financial statements would not have been material.
For the year ended March 31, 2014, Goodman Global Group, Inc. and 21 other companies changed their fiscal year-end from
December 31 to March 31. For the year ended March 31, 2015, PT. Daikin Applied Solutions Indonesia and one other company
changed their fiscal year-end from December 31 to March 31.
The Company included the subsidiaries’ operating results for the 12-month period in the consolidated statement of income and
included their operating results for the 3-month period in the consolidated statement of changes in equity by directly charging to
retained earnings as an effect of the change of the fiscal year-end of certain consolidated subsidiaries.
All significant intercompany balances and transactions have been eliminated in consolidation. All material unrealized profit
included in assets resulting from transactions within the Group is eliminated.
b. Unification of Accounting Policies Applied to Foreign Subsidiaries for the Consolidated Financial Statements - In
accordance with the Accounting Standards Board of Japan (“ASBJ”) Practical Issues Task Force No. 18, “Practical Solution on
Unification of Accounting Policies Applied to Foreign Subsidiaries for the Consolidated Financial Statements,” the accounting
policies and procedures applied to a parent company and its subsidiaries for similar transactions and events under similar
circumstances should, in principle, be unified for the preparation of the consolidated financial statements. However, financial
statements prepared by foreign subsidiaries in accordance with either IFRSs or generally accepted accounting principles in the
United States of America (U.S. GAAP) tentatively may be used for the consolidation process, except for the following items which
should be adjusted in the consolidation process so that net income is accounted for in accordance with Japanese GAAP, unless
they are not material: (a) amortization of goodwill; (b) scheduled amortization of actuarial gain or loss of pensions that has been
recorded in equity through other comprehensive income; (c) expensing capitalized development costs of research and
development; (d) cancellation of the fair value model of accounting for property, plant and equipment and investment properties
and incorporation of the cost model of accounting; and (e) exclusion of minority interests from net income, if contained in net
income (see Note 2.v).
c. Unification of Accounting Policies Applied to Foreign Associated Companies for the Equity Method - In accordance
with ASBJ Statement No. 16, “Accounting Standard for Equity Method of Accounting for Investments,” adjustments are made to
conform the associate’s accounting policies for similar transactions and events under similar circumstances to those of the parent
company when the associate’s financial statements are used in applying the equity method unless it is impracticable to determine
such adjustments. In addition, financial statements prepared by foreign associated companies in accordance with either IFRSs or
U.S. GAAP tentatively may be used in applying the equity method if the following items are adjusted so that net income is
accounted for in accordance with Japanese GAAP, unless they are not material: (a) amortization of goodwill; (b) scheduled
amortization of actuarial gain or loss of pensions that has been recorded in the equity through other comprehensive income; (c)
expensing capitalized development costs of research and development; (d) cancellation of the fair value model of accounting for
property, plant and equipment and investment properties and incorporation of the cost model of accounting; and (e) exclusion of
minority interests from net income, if contained in net income (see Note 2.v).
41
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
d. Cash Equivalents - Cash equivalents are short-term investments that are readily convertible into cash and that are exposed to
insignificant risk of changes in value.
Cash equivalents include time deposits, which mature within three months of the date of acquisition. Time deposits that mature
in more than three months, but within a year of the date of acquisition, are recorded as short-term investments. The Group had no
short-term investments at March 31, 2015 and 2014.
e. Allowance for Doubtful Accounts - The allowance for doubtful accounts is stated in amounts considered to be appropriate
based on the past credit loss experience and an evaluation of potential losses in receivables outstanding.
f. Inventories - Inventories of the Company and its consolidated domestic subsidiaries are stated at the lower of cost, principally
determined by the average method, or net selling value. Inventories of consolidated foreign subsidiaries are stated at the lower of
cost, principally determined by the average method, or market.
g. Property, Plant and Equipment - Property, plant and equipment are stated at cost. Depreciation of property, plant and
equipment of the Company and its consolidated subsidiaries is principally computed by the straight-line method based on the
estimated useful lives of the assets.
The range of useful lives is from 15 to 50 years for buildings and structures, and from 8 to 15 years for machinery and
equipment. The useful lives for lease assets are the terms of the respective leases.
h. Asset Retirement Obligations - In accordance with ASBJ Statement No. 18, “Accounting Standard for Asset Retirement
Obligations” and ASBJ Guidance No. 21, “Guidance on Accounting Standard for Asset Retirement Obligations,” an asset
retirement obligation is defined as a legal obligation imposed either by law or contract that results from the acquisition,
construction, development and normal operation of a tangible fixed asset and is associated with the retirement of such tangible
fixed asset. The asset retirement obligation is recognized as the sum of the discounted cash flows required for the future asset
retirement and is recorded in the period in which the obligation is incurred if a reasonable estimate can be made. If a reasonable
estimate of the asset retirement obligation cannot be made in the period the asset retirement obligation is incurred, the liability
should be recognized when a reasonable estimate of asset retirement obligation can be made. Upon initial recognition of a liability
for an asset retirement obligation, an asset retirement cost is capitalized by increasing the carrying amount of the related fixed
asset by the amount of the liability. The asset retirement cost is subsequently allocated to expense through depreciation over the
remaining useful life of the asset. Over time, the liability is accreted to its present value each period. Any subsequent revisions to
the timing or the amount of the original estimate of undiscounted cash flows are reflected as an adjustment to the carrying
amount of the liability and the capitalized amount of the related asset retirement cost.
i. Long-Lived Assets - The Group reviews its long-lived assets for impairment whenever events or changes in circumstance
indicate the carrying amount of an asset or asset group may not be recoverable. An impairment loss is recognized if the carrying
amount of an asset or asset group exceeds the sum of the undiscounted future cash flows expected to result from the continued
use and eventual disposition of the asset or asset group. The impairment loss would be measured as the amount by which the
carrying amount of the asset exceeds its recoverable amount, which is the higher of the discounted cash flows from the continued
use and eventual disposition of the asset or the net selling price at disposition.
j. Leases - In March 2007, the ASBJ issued ASBJ Statement No. 13, “Accounting Standard for Lease Transactions,” which revised
the previous accounting standard for lease transactions.
Under the previous accounting standard, finance leases that were deemed to transfer ownership of the leased property to the
lessee were capitalized. However, other finance leases were permitted to be accounted for as operating lease transactions if certain
“as if capitalized” information was disclosed in the note to the lessee’s financial statements. The revised accounting standard
requires that all finance lease transactions be capitalized by recognizing lease assets and lease obligations in the balance sheet. In
addition, the accounting standard permits leases that existed at the transition date and do not transfer ownership of the leased
property to the lessee to continue to be accounted for as operating lease transactions.
The Company and its consolidated domestic subsidiaries applied the revised accounting standard effective April 1, 2008. In
addition, the Company and its consolidated domestic subsidiaries continue to account for leases that existed at the transition date
and do not transfer ownership of the leased property to the lessee as operating lease transactions.
All other leases are accounted for as operating leases.
k. Investment Securities - All marketable securities held by the Group are classified as available-for-sale securities and are
reported at fair value, with unrealized gains and losses, net of applicable taxes, reported in a separate component of equity. The
cost of securities sold is principally determined based on the moving-average method.
Non-marketable available-for-sale securities are stated at cost principally determined by the moving-average method.
For other-than-temporary declines in fair value, available-for-sale securities are reduced to net realizable value by charging such
losses to income.
42
l. Goodwill and Intangible Assets - Goodwill and intangible assets arise principally from business combinations. Goodwill
represents the excess of the purchase price over the fair value of the identifiable net assets acquired. Goodwill is amortized over a
period of 9 to 20 years. Intangible assets include primarily customer relationships. Customer relationships are amortized using the
straight-line method over the estimated useful lives (mainly 30 years).
m. Provision for Product Warranties - The Group repairs or exchanges certain products without charge under specific
circumstances. The provision for product warranties is stated in amounts considered to be appropriate based on the past
experience and an evaluation of potential losses on the product warranties.
n. Employee’ Retirement Benefits - The Company and its consolidated domestic subsidiaries have non-contributory funded
pension plans covering substantially all of their employees. Certain consolidated foreign subsidiaries have pension plans. In
calculating the projected benefit obligation, expected benefit is attributed to the current period on a benefit formula basis.
Actuarial gains and losses are amortized by the straight-line method over certain periods (mainly 10 years), which is within the
average remaining service period of employees at the time of recognition. Past service costs are amortized by the straight-line
method over certain periods (mainly 10 years), which is within the average remaining service period of employees at the time of
recognition.
In May 2012, the ASBJ issued ASBJ Statement No. 26, “Accounting Standard for Retirement Benefits” and ASBJ Guidance No.
25, “Guidance on Accounting Standard for Retirement Benefits,” which replaced the accounting standard for retirement benefits
that had been issued by the Business Accounting Council in 1998 with an effective date of April 1, 2000, and the other related
practical guidance, and were followed by partial amendments from time to time through 2009.
(a) Under the revised accounting standard, actuarial gains and losses and past service costs that are yet to be recognized in profit
or loss are recognized within equity (accumulated other comprehensive income), after adjusting for tax effects, and any
resulting deficit or surplus is recognized as a liability (liabilities for retirement benefits) or asset (assets for retirement benefits).
(b) The revised accounting standard does not change how to recognize actuarial gains and losses and past service costs in profit or
loss. Those amounts are recognized in profit or loss over a certain period no longer than the expected average remaining service
period of the employees. However, actuarial gains and losses and past service costs that arose in the current period and have
not yet been recognized in profit or loss are included in other comprehensive income, and actuarial gains and losses and past
service costs that were recognized in other comprehensive income in prior periods and then recognized in profit or loss in the
current period, are treated as reclassification adjustments (see Note 18).
(c) The revised accounting standard also made certain amendments relating to the method of attributing expected benefit to
periods, the discount rate, and expected future salary increases.
This accounting standard and the guidance for (a) and (b) above are effective for the end of annual periods beginning on or
after April 1, 2013, and for (c) above are effective for the beginning of annual periods beginning on or after April 1, 2014, or for
the beginning of annual periods beginning on or after April 1, 2015, subject to certain disclosure in March 2015, all with earlier
application being permitted from the beginning of annual periods beginning on or after April 1, 2013. However, no retrospective
application of this accounting standard to consolidated financial statements in prior periods is required.
The Company applied the revised accounting standard and guidance for retirement benefits for (a) and (b) above, effective
March 31, 2014, and for (c) above, effective April 1, 2014.
With respect to (c) above, the Company changed the method of attributing the expected benefit to periods from a straight-line
basis to a benefit formula basis, the method of determining the discount rate from using the period which approximates the
expected average remaining service period to using a single weighted-average discount rate reflecting the estimated timing and
amount of benefit payment, and recorded the effect of (c) above as of April 1, 2014, in retained earnings. As a result, net defined
benefit assets and retained earnings as of April 1, 2014, increased by ¥4,788 million and ¥3,064 million, respectively. The impact
of this change on the operating income, income before income taxes and minority interests for the year ended March 31, 2015, is
insignificant (see Note 19 for the impact of this change on basic net income per share (EPS) and diluted net EPS).
o. Stock Options - In accordance with ASBJ Statement No. 8, “Accounting Standard for Stock Options,” the Company measures
the cost of employee stock options based on the fair value at the date of grant and recognizes compensation expense over the
vesting period as consideration for receiving goods or services. The Company accounts for stock options granted to nonemployees
based on the fair value of either the stock option or the goods or services received. In the consolidated balance sheet, the stock
option is presented as a stock acquisition right as a separate component of equity until exercised.
p. Foreign Currency Transactions - All short-term and long-term monetary receivables and payables denominated in foreign
currencies are translated into Japanese yen at the exchange rates at the consolidated balance sheet date. The foreign exchange
gains and losses from translation are recognized in the consolidated statement of income to the extent that they are not hedged
by forward exchange contracts.
43
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
q. Foreign Currency Financial Statements - The balance sheet accounts of the consolidated foreign subsidiaries are translated
into Japanese yen at the current exchange rate as of the balance sheet date except for equity, which is translated at the historical
rate. Revenue and expense accounts of the consolidated foreign subsidiaries are translated into Japanese yen at the average
exchange rate. Differences arising from such translations are shown as “foreign currency translation adjustments” under
accumulated other comprehensive income in a separate component of equity.
r. Bonuses to Directors and Audit & Supervisory Board Members - Bonuses to Directors and Audit & Supervisory Board
Members are accrued at the year-end to which such bonuses are attributable. Accrued bonuses are included in accrued expenses.
s. Income Taxes - The provision for current income taxes is computed based on income before income taxes and minority interests
included in the consolidated statement of income. The asset and liability approach is used to recognize deferred tax assets and
liabilities for the expected future tax consequences of temporary differences between the carrying amounts and the tax bases of
assets and liabilities. Deferred taxes are measured by applying currently enacted tax laws to the temporary differences.
t. Derivative Financial Instruments - The Group uses foreign exchange forward contracts, currency swaps and currency options
to manage foreign exchange risk associated with certain assets and liabilities denominated in foreign currencies.
The Group uses mainly interest rate swaps and interest rate options to manage its exposure to fluctuations in interest rates.
The Group uses commodity future contracts to manage the risk of fluctuation of commodity prices for materials.
The Group does not enter into derivatives for trading or speculative purposes.
Derivative financial instruments are classified and accounted for as follows: (1) derivatives are principally recognized as either
assets or liabilities and measured at fair value, and gains or losses on derivative transactions are recognized in the consolidated
statement of income and (2) for derivatives used for hedging purposes, if such derivatives qualify for hedge accounting because of
high correlation and effectiveness between the hedging instruments and the hedged items, gains or losses are deferred until
maturity of the hedged transactions.
The interest rate swaps that qualify for hedge accounting and meet specific matching criteria are not remeasured at market
value but the differential paid or received under the swap agreements is recognized and included in interest expense or income.
u. Amounts Per Common Share - Basic net income per common share is computed by dividing net income available to common
shareholders by the weighted-average number of common shares outstanding for the period, retroactively adjusted for stock splits.
Diluted net EPS of common stock assumes full exercise of the outstanding stock options which have a dilutive effect at the
beginning of year (or at the time of issuance).
Cash dividends per share presented in the accompanying consolidated statement of income are dividends applicable to the
respective years including dividends to be paid after the end of year.
v. New Accounting Pronouncements
Business Combinations - In September, 2013, the ASBJ issued revised ASBJ Statement No. 21, “Accounting Standard for
Business Combinations,” revised ASBJ Guidance No. 10, “Guidance on Accounting Standards for Business Combinations and
Business Divestitures,” and revised ASBJ Statement No. 22, “Accounting Standard for Consolidated Financial Statements.” Major
accounting changes are as follows:
(a) Transactions with noncontrolling interest - A parent’s ownership interest in a subsidiary might change if the parent purchases or
sells ownership interests in its subsidiary. The carrying amount of minority interest is adjusted to reflect the change in the
parent’s ownership interest in its subsidiary while the parent retains its controlling interest in its subsidiary. Under the current
accounting standard, any difference between the fair value of the consideration received or paid and the amount by which the
minority interest is adjusted is accounted for as an adjustment of goodwill or as profit or loss in the consolidated statement of
income. Under the revised accounting standard, such difference shall be accounted for as capital surplus as long as the parent
retains control over its subsidiary.
(b) Presentation of the consolidated balance sheet - In the consolidated balance sheet, “minority interest” under the current
accounting standard will be changed to “noncontrolling interest” under the revised accounting standard.
(c) Presentation of the consolidated statement of income - In the consolidated statement of income, “income before minority
interest” under the current accounting standard will be changed to “net income” under the revised accounting standard, and
“net income” under the current accounting standard will be changed to “net income attributable to owners of the parent”
under the revised accounting standard.
(d) Provisional accounting treatments for a business combination - If the initial accounting for a business combination is incomplete
by the end of the reporting period in which the business combination occurs, an acquirer shall report in its financial statements
provisional amounts for the items for which the accounting is incomplete. Under the current accounting standard guidance, the
impact of adjustments to provisional amounts recorded in a business combination on profit or loss is recognized as profit or loss
in the year in which the measurement is completed. Under the revised accounting standard guidance, during the measurement
period, which shall not exceed one year from the acquisition, the acquirer shall retrospectively adjust the provisional amounts
recognized at the acquisition date to reflect new information obtained about facts and circumstances that existed as of the
acquisition date and that would have affected the measurement of the amounts recognized as of that date. Such adjustments
shall be recognized as if the accounting for the business combination had been completed at the acquisition date.
44
(e) Acquisition-related costs - Acquisition-related costs are costs, such as advisory fees or professional fees, which an acquirer incurs
to effect a business combination. Under the current accounting standard, the acquirer accounts for acquisition-related costs by
including them in the acquisition costs of the investment. Under the revised accounting standard, acquisition-related costs shall
be accounted for as expenses in the periods in which the costs are incurred.
The above accounting standards and guidance for (a) transactions with noncontrolling interest, (b) presentation of the
consolidated balance sheet, (c) presentation of the consolidated statement of income, and (e) acquisition-related costs are effective
for the beginning of annual periods beginning on or after April 1, 2015. Earlier application is permitted from the beginning of
annual periods beginning on or after April 1, 2014, except for (b) presentation of the consolidated balance sheet and (c)
presentation of the consolidated statement of income. In the case of earlier application, all accounting standards and guidance
above, except for (b) presentation of the consolidated balance sheet and (c) presentation of the consolidated statement of income,
should be applied simultaneously.
Either retrospective or prospective application of the revised accounting standards and guidance for (a) transactions with
noncontrolling interest and (e) acquisition-related costs is permitted. In retrospective application of the revised standards and
guidance, the accumulated effects of retrospective adjustments for all (a) transactions with noncontrolling interest and (e)
acquisition-related costs that occurred in the past shall be reflected as adjustments to the beginning balance of capital surplus and
retained earnings for the year of the first-time application. In prospective application, the new standards and guidance shall be
applied prospectively from the beginning of year of the first-time application.
The revised accounting standards and guidance for (b) presentation of the consolidated balance sheet and (c) presentation of the
consolidated statement of income shall be applied to all periods presented in consolidated financial statements containing the first-
time application of the revised standards and guidance.
The revised accounting standards and guidance for (d) provisional accounting treatments for a business combination are
effective for a business combination which occurs on or after the beginning of annual periods beginning on or after April 1, 2015.
Earlier application is permitted for a business combination which occurs on or after the beginning of annual periods beginning on
or after April 1, 2014.
The Company expects to apply the revised accounting standards and guidance for (a), (b), (c) and (e) above from April 1, 2015,
and for (d) above for a business combination which will occur on or after April 1, 2015, and is in the process of measuring the
effects of applying the revised accounting standards and guidance in future applicable periods.
3. CHANGES IN ACCOUNTING POLICIES
a. Changes in Revenue Recognition Standard - The Company and its domestic consolidated subsidiaries formerly recognized
revenue mainly upon shipment. However, from April 1, 2014, the Company and its domestic consolidated subsidiaries changed
their accounting policy and recognize revenue upon delivery in accordance with the terms and conditions of the contracts.
While the Company and its domestic consolidated subsidiaries previously recognized revenue mainly upon shipment, its foreign
consolidated subsidiaries recognized revenue in accordance with IFRSs or U.S. GAAP upon delivery in accordance with the terms
and conditions of the contracts. The Company and its domestic consolidated subsidiaries reconsidered the revenue recognition
policies given the recent further expansion of the Group’s business overseas. The Company and its domestic consolidated
subsidiaries determined that the unification of revenue recognition would be crucial to the Group’s business from a management
standpoint.
Consequently, the Company and its domestic consolidated subsidiaries, by referencing Accounting Practice Committee Research
Report No. 13 “Research Report on Revenue Recognition in Japan (interim report)” from the Japanese Institute of Certified Public
Accountants, reconsidered the revenue recognition policies of the Company and its domestic consolidated subsidiaries. As a result
of such consideration, the Company determined that it is appropriate to unify the policies within the Group and recognize revenue
upon delivery in accordance with the terms and conditions of the contracts from April 1, 2014, when the relevant computer
systems and the operational management improvements for such recognition had been completed.
This change in accounting policy was applied retrospectively and the consolidated financial statements for the year ended March
31, 2014 were restated.
As a result, net sales for the year ended March 31, 2014, increased by ¥4,602 million, and operating income, income before
income taxes and minority interests each increased by ¥1,462 million as compared with the figures prior to the retrospective
application. Net assets at April 1, 2013, have been adjusted to retrospectively reflect the cumulative effects of change, which
resulted in a decrease of ¥1,398 million in retained earnings (see Note 19 for the impact of this change on basic net EPS and
diluted net EPS).
b. Changes in Depreciation Method of Property, Plant and Equipment - The Company and its domestic consolidated
subsidiaries formerly depreciated property, plant and equipment using the declining-balance method (with the exception of
buildings acquired on or after April 1, 1998, which are depreciated using the straight-line method). However, from April 1, 2014,
the Company and its domestic consolidated subsidiaries changed their depreciation method for property, plant and equipment to
the straight-line method.
45
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section In “Fusion 15,” the Group’s strategic management plan that sets fiscal 2016 as its target year, the Group aims for further
expansion of overseas business while focusing on enhancing a system that optimizes local production on a global scale and
developing new products that meet diverse consumer needs. Under this plan, the Group has been transferring its production bases
overseas; and in Japan, it has been advancing toward the standardization of its facilities and parts and materials in line with a
review of the production system to meet domestic needs, as well as increasing its investments in research and development
facilities. In light of the above, it was determined that, as the domestic facilities are expected to be utilized stably in the long term,
depreciation using the straight-line method would better reflect the actual state of use and that the unification of accounting
treatments with the foreign consolidated subsidiaries, which apply the straight-line method, would contribute to enhancing the
precision of business management.
As a result, depreciation for the year ended March 31, 2015, decreased by ¥4,723 million, and operating income, income before
income taxes and minority interests each increased by ¥4,013 million as compared with the figures calculated using the previous
method.
4. INVENTORIES
Inventories at March 31, 2015 and 2014 consisted of the following:
Finished products and merchandise
Semifinished products and work in process
Raw materials and supplies
Total
5. LONG-LIVED ASSETS
Millions of yen
2015
2014
¥248,027
¥218,671
40,494
65,638
40,977
57,913
¥354,159
¥317,561
The Group reviewed its long-lived assets for impairment for the year ended March 31, 2015. As a result, the Group recognized
impairment losses recorded in other expenses for those assets which were mainly deemed to be idle assets with no future plan for
utilization. The carrying amounts of those assets exceeded their fair values. Impairment losses recognized for the year ended March
31, 2015 were mainly as follows:
Use
Location
Asset Category
Millions of yen
Idle assets with no future plan
for utilization
Jiujiang City,
People’s Republic of China
Buildings and structures
Machinery and equipment
Total
¥1,337
2,822
¥4,159
The carrying amounts of the related assets were written down to the recoverable amount. The recoverable amounts of these
assets were measured by the net selling price at disposition.
No impairment loss was recognized for the year ended March 31, 2014.
46
6. MARKETABLE AND INVESTMENT SECURITIES
The acquisition costs and aggregate fair values of marketable available-for-sale securities included in investment securities at March
31, 2015 and 2014 were as follows:
Securities classified as available-for-sale:
Equity securities
Debt securities
Total
Securities classified as available-for-sale:
Equity securities
Debt securities
Total
Millions of yen
2015
Cost
Unrealized
Gains
Unrealized
Losses
Fair
Value
¥98,536
¥92,951
¥(320)
¥191,167
75
1
76
¥98,611
¥92,952
¥(320)
¥191,243
Millions of yen
2014
Cost
Unrealized
Gains
Unrealized
Losses
Fair
Value
¥91,916
¥54,030
¥(432)
¥145,514
100
2
102
¥92,016
¥54,032
¥(432)
¥145,616
Available-for-sale securities that were sold during the years ended March 31, 2015 and 2014 were as follows:
March 31, 2015
Available-for-sale:
Equity securities
March 31, 2014
Available-for-sale:
Equity securities
Millions of yen
Proceeds
Realized
Gains
Realized
Losses
¥7,452
¥4,007
Millions of yen
Proceeds
Realized
Gains
Realized
Losses
¥84
¥55
¥(1)
The impairment losses on marketable available-for-sale securities for the year ended March 31, 2014 were ¥1,529 million.
No impairment loss was recognized for the year ended March 31, 2015.
7. GOODWILL
Amortization expenses for goodwill were ¥24,920 million and ¥23,784 million for the years ended March 31, 2015 and 2014,
respectively, which were included in selling, general and administrative expenses.
8. RELATED PARTY TRANSACTIONS
Material transactions and balances with related parties for the years ended March 31, 2015 and 2014 were as follows:
(1) 2015
(a) The Company
Name
Description of Post
Ownership of
the Company
(%)
Chiyono Terada Outside Director/Chief
0.00
Executive Officer
(CEO) and President of
Art Corporation
Millions of yen
Transactions
Resulting Account Balances
Description of Transaction
Commission for moving
business and delivery business
2015
¥469
Account
Accrued expenses
and other current
liabilities
2015
¥45
47
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
(b) The Company’s consolidated subsidiaries
Name
Description of Post
Ownership of
the Company
(%)
Chiyono Terada Outside Director/CEO
0.00
and President of Art
Corporation
Millions of yen
Transactions
Resulting Account Balances
Description of Transaction
Commission for moving
business and delivery business
2015
¥67
Account
Accrued expenses
and other current
liabilities
2015
¥ 7
Sales of products and other
71
Accounts receivable
14
The terms and conditions applicable to the above-mentioned transactions have been determined on an arm’s-length basis and
by reference to the normal market price.
(2) 2014
(a) The Company
Name
Description of Post
Ownership of
the Company
(%)
Chiyono Terada Outside Director/CEO
0.00
and President of Art
Corporation
(b) The Company’s consolidated subsidiaries
Name
Description of Post
Ownership of
the Company
(%)
Chiyono Terada Outside Director/CEO
0.00
and President of Art
Corporation
Millions of yen
Transactions
Resulting Account Balances
Description of Transaction
2014
Account
Commission for moving
business and delivery business
¥435
Other current
liabilities
2014
¥39
Millions of yen
Transactions
Resulting Account Balances
Description of Transaction
Commission for moving
business and delivery business
2014
¥64
Account
Other current
liabilities
2014
¥ 4
Sales of products and other
88
Accounts receivable
24
The terms and conditions applicable to the above-mentioned transactions have been determined on an arm’s-length basis and
by reference to the normal market price.
9. SHORT-TERM BORROWINGS AND LONG-TERM DEBT
Short-term borrowings of the Group at March 31, 2015 and 2014 consisted of the following:
Bank overdrafts and notes to banks
Commercial paper
Total
Millions of yen
2015
¥41,898
16,000
¥57,898
2014
¥43,325
¥43,325
Unused short-term bank credit lines were ¥150,000 million at March 31, 2015. The weighted-average interest rates of bank
overdrafts and notes to banks at March 31, 2015 and 2014 were 1.25% and 1.67%, respectively. The weighted-average interest
rate of commercial paper at March 31, 2015 was 0.09%.
48
Long-term debt at March 31, 2015 and 2014 consisted of the following:
1.00% unsecured bonds, due 2014
1.42% unsecured bonds, due 2016
0.46% unsecured bonds, due 2017
1.86% unsecured bonds, due 2019
0.72% unsecured bonds, due 2019
0.38% unsecured bonds, due 2021
1.20% unsecured bonds, due 2022
0.68% unsecured bonds, due 2024
Unsecured loans from government-sponsored banks, with interest of 1.75%, due through 2019
Unsecured loans from banks and others, payable in foreign currencies, with interest ranging
from 0.58% to 5.76% (2015) and from 0.59% to 5.90% (2014), due through 2022
Unsecured loans from banks and others with interest ranging from 0.22% to 3.58% (2015)
and from 0.26% to 3.59% (2014), due through 2023
Total
Less current portion
Long-term debt, less current portion
Annual maturities of long-term debt outstanding at March 31, 2015 were as follows:
Year Ending March 31
2016
2017
2018
2019
2020
2021 and thereafter
Total
Millions of yen
2015
¥ 30,000
10,000
40,000
10,000
10,000
30,000
10,000
20,000
2014
¥ 30,000
30,000
10,000
40,000
10,000
30,000
20,000
169,862
161,334
270,023
599,885
(39,010)
315,027
646,361
(95,886)
¥560,875
¥550,475
Millions of yen
¥ 39,010
75,501
74,026
74,826
89,426
247,096
¥599,885
At March 31, 2015, a time deposit with a book value of ¥130 million was pledged as collateral without corresponding
borrowing.
Certain loan agreements provide that the lender may require the Group to submit proposals for paying dividends, issuing
additional long-term debt and certain other matters, for prior approval. As is customary in Japan, security must be given if
requested by a lending bank. Certain banks have the right to offset cash deposited with them against any debt or obligation that
becomes due, or, in case of default and certain other specified events, against all other debt payable to them. To date, none of the
lenders have ever exercised these rights with respect to debt of the Group.
10. SEVERANCE INDEMNITIES AND PENSION PLANS
Under the Group’s severance indemnities and pension plans, employees terminating their employment are, in most circumstances,
entitled to severance and pension payments based on their average pay during their employment, length of service and certain
other factors.
The Group accounts for part of the defined benefit obligations and benefit costs for retirement lump-sum payment using the
simplified method.
49
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
1. Defined benefit plans
(1) The changes in defined benefit obligations for the years ended March 31, 2015 and 2014 were as follows (excluding
the benefit plans for which the simplified method was applied):
Balance at beginning of year (as previously reported)
Cumulative effect of accounting change
Balance at beginning of year (as restated)
Service cost
Interest cost
Net actuarial losses (gains)
Past service cost
Benefits paid
Effect of changes in the scope of consolidation
Effect of change of the fiscal year-end
Decrease due to the termination of a defined benefit plan
Foreign currency translation adjustments
Others
Balance at end of year
Millions of yen
2015
¥89,633
(4,788)
84,845
4,210
1,985
5,404
(1,349)
(3,796)
(2,145)
1,909
(4)
2014
¥83,770
83,770
4,098
1,919
(993)
8
(4,065)
72
(121)
5,079
(134)
¥91,059
¥89,633
(2) The changes in plan assets for the years ended March 31, 2015 and 2014 were as follows (excluding the benefit
plan for which the simplified method was applied):
Balance at beginning of year
Expected return on plan assets
Net actuarial gains
Contributions from the employer
Benefits paid
Effect of change of the fiscal year-end
Decrease due to the termination of a defined benefit plan
Foreign currency translation adjustments
Others
Balance at end of year
Millions of yen
2015
¥ 92,229
2014
¥80,088
3,396
6,985
3,622
(3,455)
(2,145)
1,832
(14)
3,057
3,908
4,839
(3,733)
168
3,845
57
¥102,450
¥92,229
(3) The changes in defined benefit obligation for the years ended March 31, 2015 and 2014 using the simplified
method were as follows:
Balance at beginning of year
Periodic benefit cost
Benefits paid
Balance at end of year
Millions of yen
2015
¥2,501
980
(807)
¥2,674
2014
¥ 301
2,963
(763)
¥2,501
50
(4) Reconciliations between the liabilities recorded in the consolidated balance sheet and the balances of defined
benefit obligation and plan assets at March 31, 2015 and 2014 were as follows (including the benefit plan for
which the simplified method was applied):
Funded defined benefit obligation
Plan assets
Total
Unfunded defined benefit obligation
Millions of yen
2015
¥ (89,278)
102,450
13,172
(4,455)
2014
¥(88,051)
92,229
4,178
(4,083)
Net amount of liabilities and assets recorded in the consolidated balance sheet
¥ 8,717
¥ 95
Liabilities for retirement benefits
Assets for retirement benefits
Net amount of liabilities and assets recorded in the consolidated balance sheet
¥ (10,710)
19,427
¥ 8,717
¥ (9,975)
10,070
¥ 95
(5) The components of net periodic benefit costs for the years ended March 31, 2015 and 2014 were as follows:
Service cost
Interest cost
Expected return on plan assets
Recognized net actuarial losses (gains)
Amortization of past service cost
Periodic benefit cost calculated by the simplified method
Others
Subtotal (net periodic benefit costs)
Loss on termination of a defined benefit plan
Total
Millions of yen
2015
¥4,210
1,985
(3,396)
163
(208)
980
69
3,803
812
¥4,615
2014
¥4,098
1,919
(3,057)
(113)
(42)
2,963
70
5,838
¥5,838
(6) Amounts recognized in other comprehensive income (before income tax effect) in respect of defined benefit plans
for the year ended March 31, 2015 was as follows:
Past service cost
Net actuarial losses
Total
Millions of yen
2015
¥(1,298)
(2,245)
¥(3,543)
(7) Amounts recognized in accumulated other comprehensive income (before income tax effect) in respect of defined
benefit plans for the years ended March 31, 2015 and 2014 were as follows:
Unrecognized past service cost
Unrecognized net actuarial losses
Total
Millions of yen
2015
¥(1,317)
4,557
¥ 3,240
2014
¥ (18)
6,801
¥6,783
51
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section (8) Plan assets
(a) Components of plan assets
Plan assets at March 31, 2015 and 2014, consisted of the following:
Domestic debt securities
Domestic equity securities
Foreign debt securities
Foreign equity securities
Insurance assets (general account)
Cash and cash equivalents
Real estate
Others
Total
2015
5%
2014
6%
8
24
21
16
0
2
24
8
24
18
17
2
2
23
100%
100%
(b) Method of determining the expected rate of return on plan assets
To determine the expected long-term rate of return on plan assets, we consider current and target asset allocations, as well as
historical and expected returns on various categories of plan assets.
(9) Assumptions used for the years ended March 31, 2015 and 2014 were as follows:
Discount rate
Expected rate of return on plan assets
Expected rate of future salary increases
2015
Mainly 1.2%
Mainly 2.5%
Mainly 4.5%
2014
Mainly 1.2%
Mainly 2.5%
Mainly 4.5%
2. Defined contribution plan
The amounts of contribution required for the defined contribution plan paid by the Company and its subsidiaries were ¥4,832
million and ¥4,181 million for the years ended March 31, 2015 and 2014, respectively.
11. EQUITY
Japanese companies are subject to the Companies Act of Japan (the “Companies Act”). The significant provisions in the
Companies Act that affect financial and accounting matters are summarized below:
(a) Dividends
Under the Companies Act, companies can pay dividends at any time during the fiscal year in addition to the year-end dividend
upon resolution at the shareholders’ meeting. For companies that meet certain criteria including (1) having a board of directors, (2)
having independent auditors, (3) having an Audit & Supervisory Board, and (4) the term of service of the directors being prescribed
as one year rather than two years of normal term by its articles of incorporation, the board of directors may declare dividends
(except for dividends in kind) at any time during the fiscal year if the company has prescribed so in its articles of incorporation.
However, the Company cannot do so because it does not meet all the above criteria.
The Companies Act permits companies to distribute dividends-in-kind (non-cash assets) to shareholders subject to a certain
limitation and additional requirements.
Semiannual interim dividends may also be paid once a year upon resolution by the board of directors if the articles of
incorporation of the Company so stipulate. The Companies Act provides certain limitations on the amounts available for dividends
or the purchase of treasury stock. The limitation is defined as the amount available for distribution to the shareholders, but the
amount of net assets after dividends must be maintained at no less than ¥3 million.
52
(b) Increases/Decreases and Transfer of Common Stock, Reserve and Surplus
The Companies Act requires that an amount equal to 10% of dividends must be appropriated as a legal reserve (a component of
retained earnings) or as additional paid-in capital (a component of capital surplus), depending on the equity account that was
charged upon the payment of such dividends, until the aggregate amount of legal reserve and additional paid-in capital equals
25% of the common stock. Under the Companies Act, the total amount of additional paid-in capital and legal reserve may be
reversed without limitation. The Companies Act also provides that common stock, legal reserve, additional paid-in capital, other
capital surplus and retained earnings can be transferred among the accounts within equity under certain conditions upon
resolution of the shareholders.
(c) Treasury Stock and Treasury Stock Acquisition Rights
The Companies Act also provides for companies to purchase treasury stock and dispose of such treasury stock by resolution of the
board of directors. The amount of treasury stock purchased cannot exceed the amount available for distribution to the
shareholders which is determined by a specific formula.
Under the Companies Act, stock acquisition rights are presented as a separate component of equity.
The Companies Act also provides that companies can purchase both treasury stock acquisition rights and treasury stock. Such
treasury stock acquisition rights are presented as a separate component of equity or deducted directly from stock acquisition rights.
12. STOCK OPTIONS
The stock options outstanding at March 31, 2015, were as follows:
Number of
Options Granted
308,000 shares
Date of Grant
Exercise Price
Exercise Period
2008.7.14
¥5,924
Stock Option
2008 Stock Option
2009 Stock Option
2010 Stock Option
2011 Stock Option
2012 Stock Option
2013 Stock Option
2014 Stock Option
Persons
Granted
8 directors
44 employees
8 directors
42 employees
8 directors
41 employees
10 directors
39 employees
10 directors
41 employees
10 directors
38 employees
9 directors
45 employees
294,000 shares
2009.7.13
¥3,250
290,000 shares
2010.7.14
¥3,050
296,000 shares
2011.7.14
¥2,970
300,000 shares
2012.7.13
¥2,186
286,000 shares
2013.7.12
¥4,500
310,000 shares
2014.7.14
¥6,715
From July 15, 2010
to July 14, 2014
From July 14, 2011
to July 13, 2015
From July 15, 2012
to July 14, 2016
From July 15, 2013
to July 14, 2017
From July 14, 2014
to July 13, 2018
From July 13, 2015
to July 12, 2019
From July 15, 2016
to July 14, 2020
53
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section The stock option activities were as follows:
2007
Stock
Option
2008
Stock
Option
2009
Stock
Option
2010
Stock
Option
2011
Stock
Option
2012
Stock
Option
2013
Stock
Option
2014
Stock
Option
Shares
Year Ended March 31, 2014
Vested
April 1, 2013—Outstanding
202,000
220,000
212,000
251,000
296,000
300,000
Granted
Exercised
Canceled
March 31, 2014—Outstanding
Year Ended March 31, 2015
Vested
(8,000)
(40,000)
(186,000)
(219,000)
(195,000)
(194,000)
(10,000)
170,000
26,000
32,000
101,000
300,000
286,000
286,000
April 1, 2014—Outstanding
170,000
26,000
32,000
101,000
300,000
286,000
Granted
Exercised
Canceled
(49,000)
(14,000)
(16,000)
(65,000)
(213,000)
(121,000)
(4,000)
310,000
March 31, 2015—Outstanding
Exercise price
¥4,640
Average stock price at exercise
Fair value price at grant date
¥1,035
¥5,924
¥6,655
¥ 803
8,000
¥3,250
¥7,452
¥ 899
16,000
¥3,050
¥6,970
¥1,113
36,000
¥2,970
¥7,149
¥ 935
87,000
286,000
310,000
¥2,186
¥7,206
¥ 676
¥4,500
¥6,715
¥1,220
¥1,697
The assumptions used to measure fair value of 2014 Stock Option
Estimate method:
Black-Scholes option pricing model
Volatility of stock price:
34.0%
Estimated remaining outstanding period: 4 years
Estimated dividend:
Risk-free interest rate:
¥50 per share
0.1%
54
13. INCOME TAXES
The Company and its domestic subsidiaries are subject to Japanese national and local income taxes that, in the aggregate, resulted
in a normal effective statutory tax rate of approximately 35.6% and 37.9% for the years ended March 31, 2015 and 2014,
respectively.
The tax effects of significant temporary differences and tax loss carryforwards that resulted in deferred tax assets and liabilities at
March 31, 2015 and 2014 were as follows:
Deferred tax assets:
Inventories
Provision for product warranties
Tax loss carryforwards
Investment securities
Software and other intangible assets
Accrued bonus
Liabilities for retirement benefits
Foreign income tax credit
Allowance for doubtful receivables
Other
Less valuation allowance
Total deferred tax assets
Deferred tax liabilities:
Intangible assets
Undistributed earnings of consolidated subsidiaries
Unrealized gain on available-for-sale securities
Assets for retirement benefits
Deferred gains on sales of property
Other
Total deferred tax liabilities
Net deferred tax liabilities
Millions of yen
2015
2014
¥ 16,862
16,276
¥ 13,798
13,857
6,805
6,165
4,782
3,556
2,119
1,635
1,238
7,169
8,105
4,083
4,012
2,439
1,736
1,160
27,028
(21,141)
20,584
(20,056)
¥ 65,325
¥ 56,887
¥ 68,259
¥ 58,123
30,455
24,817
6,070
1,729
10,091
21,084
13,561
3,586
1,906
9,149
¥141,421
¥ (76,096)
¥107,409
¥ (50,522)
A reconciliation of difference between the normal effective statutory tax rates and the actual effective tax rates is not disclosed
since the difference is less than 5% of the normal effective statutory income tax rate for the years ended March 31, 2015 and
2014.
On March 31, 2015, the 2015 Tax Reform Act was enacted in Japan to reduce the normal effective statutory tax rate from
35.6% to 33.0% for the fiscal year beginning on or after April 1, 2015, and to 32.2% for fiscal years beginning on or after April
1, 2016. The effect of these changes was to decrease deferred tax liabilities, net of deferred tax assets, by ¥2,927 million, income
taxes-deferred by ¥391 million, remeasurements of defined retirement benefit plans by ¥25 million, and to increase deferred loss
on derivatives under hedge accounting and unrealized gain on available-for-sale securities by ¥16 million and ¥2,577 million,
respectively.
55
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
At March 31, 2015, the Company and certain consolidated subsidiaries had tax loss carryforwards aggregating ¥22,290 million,
which are available to be offset against taxable income of the Company and such subsidiaries in future years. These tax loss
carryforwards, if not utilized, will expire as follows:
Year Ending March 31
2016
2017
2018
2019
2020
2021 and thereafter
Total
Millions of yen
¥ 83
819
2,628
1,883
1,524
15,353
¥22,290
14. RESEARCH AND DEVELOPMENT COSTS
Research and development costs included in cost of sales and selling, general and administrative expenses were ¥42,892 million
and ¥40,177 million for the years ended March 31, 2015 and 2014, respectively.
15. LEASES
The Group leases certain computer equipment and other assets.
Obligations under finance leases and future minimum payments under noncancelable operating leases at March 31, 2015 were
as follows:
Due within one year
Due after one year
Total
Millions of yen
Finance
Leases
¥1,913
2,718
¥4,631
Operating
Leases
¥16,283
22,365
¥38,648
Pro forma information for the years ended March 31, 2015 and 2014
As discussed in Note 2.j, the Company and its consolidated domestic subsidiaries account for leases which existed at the transition
date of ASBJ Statement No. 13 and do not transfer ownership of the leased property to the lessee as operating lease transactions.
Pro forma information of such leases existing at the transition date, such as acquisition cost, accumulated depreciation, obligations
under finance leases, and depreciation expense on an “as if capitalized” basis for the years ended March 31, 2015 and 2014, was
as follows:
Acquisition cost
Accumulated depreciation
Net leased property
Millions of yen
Furniture
and
Fixtures
¥36
33
¥ 3
2015
Others
¥52
47
¥ 5
Total
¥88
80
¥ 8
Furniture
and
Fixtures
¥98
87
¥11
2014
Others
¥95
81
¥14
Total
¥193
168
¥ 25
56
Obligations under finance leases were as follows:
Due within one year
Due after one year
Total
The amounts of acquisition cost and obligations under finance leases include the imputed interest expense.
Lease payments and depreciation expense under finance leases were as follows:
Lease payments
Depreciation expense
Millions of yen
2015
¥7
1
¥8
2014
¥17
8
¥25
Millions of yen
2015
¥17
17
2014
¥25
25
Depreciation expense, which is not reflected in the accompanying consolidated statement of income, was computed using the
straight-line method.
16. FINANCIAL INSTRUMENTS AND RELATED DISCLOSURES
Group policy for financial instruments
The Group uses financial instruments, mainly bank loans and bonds, based on its capital financing plan. Short-term bank loans and
commercial paper are used to fund the Group’s ongoing operations, and cash surpluses are invested in low-risk financial assets.
Derivatives are used not for speculative purposes, but to manage exposure to financial risks as described below.
Nature and extent of risks arising from financial instruments and risk management for financial instruments
Receivables, such as trade notes and trade accounts, are exposed to customer credit risk. The Group manages its credit risk from
receivables based on the internal policies, which include monitoring of payment term and balances of major customers to identify
the default risk of the customers.
Payment terms of payables, such as trade notes and trade accounts, are less than one year.
Although receivables and payables in foreign currencies are exposed to the market risk of fluctuation in foreign currency
exchange rates, the net position of receivables and payables in each foreign currency is hedged by using mainly forward foreign
currency contracts and currency swaps. In addition, receivables and payables in foreign currencies which are expected from
forecasted transactions are hedged by using forward foreign currency contracts and currency swaps.
Investment securities, mainly equity instruments of customers and suppliers of the Group, are exposed to the risk of market price
fluctuations. Investment securities are periodically managed by monitoring market values and financial position of issuers.
Short-term bank loans and commercial paper are mainly used to fund the Group’s ongoing operations. Long-term bank loans
and bonds are used mainly for capital expenditures. Although the payables such as trade notes and trade accounts, bank loans and
bonds are exposed to liquidity risk, the Group manages the liquidity risk through adequate financial planning by the corporate
finance department. In addition, the Group has short-term bank credit lines. Some long-term bank loans are exposed to market
risks from change in interest rates, which are hedged by mainly using interest rate swaps.
Derivatives mainly include forward foreign currency contracts, interest rate swaps and commodity future contracts, which are
used to manage exposure to market risks from changes in foreign currency exchange rates of receivables and payables, from
changes in interest rates of bank loans, and from changes in market value fluctuation of raw materials.
Derivative transactions entered into by the Group have been made in accordance with internal policies which regulate the
authorization and credit limit amount.
Because the counterparties to these derivatives are limited to financial institutions with high creditworthiness, the Group does
not anticipate any losses arising from credit risk.
57
DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Fair values of financial instruments
The carrying amounts, fair values and unrealized loss of significant financial instruments were as follows. Fair values of financial
instruments are based on quoted price in active markets. If a quoted price is not available, another rational valuation technique is
used instead. Instruments whose fair values cannot be readily determined are not included in the following.
Cash and cash equivalents
Trade notes and accounts receivable
Investment securities
Total
Trade notes and accounts payable
Short-term borrowings
Income taxes payable
Long-term debt
Total
Derivatives
Cash and cash equivalents
Trade notes and accounts receivable
Investment securities
Total
Trade notes and accounts payable
Short-term borrowings
Income taxes payable
Long-term debt
Total
Derivatives
Millions of yen
March 31, 2015
Carrying
Amount
Fair
Value
Unrealized
Loss
¥286,950
¥286,950
354,481
191,243
¥832,674
¥153,938
57,898
21,515
599,885
¥833,236
354,481
191,243
¥832,674
¥153,938
57,898
21,515
608,496
¥841,847
¥ (787)
¥ (787)
Millions of yen
March 31, 2014
¥8,611
¥8,611
Carrying
Amount
Fair
Value
Unrealized
Loss
¥257,295
¥257,295
317,585
145,616
¥720,496
¥162,084
43,325
17,429
646,361
¥869,199
¥ 751
317,585
145,616
¥720,496
¥162,084
43,325
17,429
654,516
¥877,354
¥ 751
¥8,155
¥8,155
Assets
Cash and cash equivalents
The carrying values of cash and cash equivalents approximate fair values because of their short maturities.
Trade notes and accounts receivable
The carrying values of trade notes and accounts receivable approximate fair values because of their short maturities.
Investment securities
The fair values of equity securities are measured at the quoted market prices of the stock exchange for the equity instruments, and
the fair values of debt securities are measured at the amounts to be received through maturity discounted at the Group’s assumed
corporate discount rate. Fair value information for investment securities by classification is included in Note 6.
Liabilities
Trade notes and accounts payable, short-term borrowings and income taxes payable
The carrying values of trade notes and accounts payable, short-term borrowings and income taxes payable approximate fair values
because of their short maturities.
Long-term debt
The fair values of bonds are determined at the quoted market prices of the over-the-counter market for the corporate bonds, and
the fair values of long-term loans are determined by discounting the cash flows related to the loans at the Group’s assumed
corporate borrowing rate. The fair values of long-term loans with floating interest rates, which are hedged by the interest rate
swaps that qualify for hedge accounting and meet specific matching criteria, are determined by discounting the cash flows related
to the loans and the interest rate swaps at the Group’s assumed corporate borrowing rate.
58
Derivatives
The fair values of derivatives are measured at the quoted price obtained from the financial institution.
The contracts or notional amounts of derivatives that are shown in the table below do not represent the amounts exchanged by
the parties and do not measure the Group’s exposure to credit or market risk.
Derivative transactions to which hedge accounting is not applied
Forward exchange contracts:
Selling: GBP
EUR
USD
AUD
NZD
ZAR
CZK
HKD
SGD
MYR
TRY
CNY
IDR
INR
Buying: CNY
MYR
THB
Commodity future contracts:
Buying: Metal
Millions of yen
March 31, 2015
Contract
Amount
Due after
One Year
Fair
Value
Unrealized
Gain (Loss)
¥ (15)
¥ (15)
(26)
(119)
256
(25)
4
29
13
75
18
(57)
(227)
4
(4)
128
(71)
92
(26)
(119)
256
(25)
4
29
13
75
18
(57)
(227)
4
(4)
128
(71)
92
Contract
Amount
¥ 4,088
44,002
21,741
5,867
533
1,412
3,223
2,813
2,543
935
9,955
2,459
261
240
1,616
9,000
9,642
¥ 1,893
¥(160)
¥(160)
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DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Forward exchange contracts:
Selling: GBP
EUR
USD
AUD
NZD
ZAR
CZK
NOK
HKD
SGD
MYR
TRY
BRL
INR
Buying: CNY
Commodity future contracts:
Buying: Metal
Derivative transactions to which hedge accounting is applied
Forward exchange contracts:
Selling: GBP
EUR
USD
ZAR
CZK
PLN
TRY
Buying: EUR
CNY
Interest rate swaps:
Millions of yen
March 31, 2014
Contract
Amount
Due after
One Year
Fair
Value
Unrealized
Gain (Loss)
¥ (21)
¥ (21)
(126)
147
(82)
42
(15)
29
1
(9)
(10)
(310)
(3)
(29)
2
(126)
147
(82)
42
(15)
29
1
(9)
(10)
(310)
(3)
(29)
2
Contract
Amount
¥ 3,108
43,964
18,473
4,879
321
1,893
4,957
26
1,279
2,495
1,447
8,288
231
1,337
1,580
¥ 628
¥ (70)
¥ (70)
Millions of yen
March 31, 2015
Contract
Amount
Due after
One Year
Fair
Value
¥ (330)
375
(89)
(20)
667
(35)
(13)
(98)
127
Hedged Item
Receivables
Receivables
Receivables
Receivables
Receivables
Receivables
Receivables
Payables
Payables
Contract
Amount
¥ 8,616
32,116
3,256
1,185
7,482
1,114
2,582
2,603
5,595
Fixed-rate payment, floating-rate receipt
Long-term debt
¥193,542
¥180,926
¥(1,286)
Fixed-rate payment, floating-rate receipt*
Long-term debt
170,000
149,600
60
Forward exchange contracts:
Selling: GBP
EUR
USD
ZAR
CZK
PLN
TRY
Buying: CNY
Commodity future contracts:
Buying: Metal
Interest rate swaps:
Millions of yen
March 31, 2014
Contract
Amount
Due after
One Year
Fair
Value
¥ (70)
(311)
3
3
17
(8)
15
(161)
Hedged Item
Receivables
Receivables
Receivables
Receivables
Receivables
Receivables
Receivables
Payables
Contract
Amount
¥ 7,465
32,906
545
1,025
8,110
1,051
3,580
7,864
Raw materials
¥ 1,310
¥ 27
Fixed-rate payment, floating-rate receipt
Long-term debt
¥188,024
¥177,222
¥1,690
Fixed-rate payment, floating-rate receipt*
Long-term debt
215,000
165,000
* The above interest rate swaps that qualify for hedge accounting and meet specific matching criterion are not remeasured at market value, but the differential paid or
received under the swap agreements is recognized and included in interest expense or income. In addition, the fair values of such interest rate swaps are included in long-
term debt.
Financial instruments whose fair values cannot be readily determined
Nonlisted equity securities
Investments in limited partnerships and other investments
Total
The impairment losses on nonlisted equity securities for the year ended March 31, 2014 were ¥2 million.
Millions of yen
Carrying Amount
2015
¥8,265
943
¥9,208
2014
¥8,178
566
¥8,744
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DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Maturity analysis for financial assets and securities with contractual maturities
Cash and cash equivalents
Trade notes and accounts receivable
Investment securities:
Due in
One Year
or Less
¥286,950
353,532
Available-for-sale securities with contractual maturities (corporate bonds)
25
Total
Cash and cash equivalents
Trade notes and accounts receivable
Investment securities:
¥640,507
Due in
One Year
or Less
¥257,295
317,266
Available-for-sale securities with contractual maturities (corporate bonds)
25
Total
¥574,586
Please see Note 9 for annual maturities of long-term debt.
Millions of yen
March 31, 2015
Due after
One Year
through
Five Years
Due after
Five Years
through
Ten Years
Due after
Ten Years
¥949
50
¥999
Millions of yen
March 31, 2014
Due after
One Year
through
Five Years
Due after
Five Years
through
Ten Years
Due after
Ten Years
¥319
75
¥394
17. COMMITMENTS AND CONTINGENT LIABILITIES
Commitments for capital expenditures outstanding at March 31, 2015 totaled approximately ¥34,875 million.
At March 31, 2015, contingent liabilities for trade notes endorsed and repurchase obligation for liquidation of notes receivables
totaled ¥5,345 million and ¥1,198 million, respectively.
62
18. COMPREHENSIVE INCOME
The components of other comprehensive income for the years ended March 31, 2015 and 2014 were as follows:
Unrealized gains on available-for-sale securities:
Gains arising during the year
Reclassification adjustments to profit or loss
Amount before income tax effect
Income tax effect
Total
Deferred (losses) gains on derivatives under hedge accounting:
(Losses) gains arising during the year
Reclassification adjustments to profit or loss
Amount before income tax effect
Income tax effect
Total
Foreign currency translation adjustments:
Adjustments arising during the year
Reclassification adjustments to profit or loss
Amount before income tax effect
Income tax effect
Total
Remeasurements of defined benefit plans:
Adjustments arising during the year
Reclassification adjustments to profit or loss
Amount before income tax effect
Income tax effect
Total
Share of other comprehensive income in affiliates accounted for using the equity method:
Adjustments arising during the year
Total other comprehensive income
Millions of yen
2015
2014
¥ 43,015
¥25,373
(4,007)
39,008
(11,256)
1,474
26,847
(5,215)
¥ 27,752
¥21,632
¥ (1,024)
¥ 4,152
(479)
(1,503)
432
(2,366)
1,786
(568)
¥ (1,071)
¥ 1,218
¥ 93,374
¥59,500
60
93,434
(1)
59,499
¥ 93,434
¥59,499
¥ 2,804
739
3,543
(1,225)
¥ 2,318
¥ 1,674
¥ 2,823
¥124,107
¥85,172
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DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
19. NET INCOME PER SHARE
Reconciliation of the differences between basic and diluted net income per share (EPS) for the years ended March 31, 2015 and
2014 was as follows:
Year Ended March 31, 2015
Basic EPS:
Millions of yen
Thousands of shares
Net Income
Weighted-
Average Shares
Yen
EPS
Net income available to common shareholders
¥119,675
291,756
¥410.19
Effect of dilutive securities
Stock options
Diluted EPS:
309
Net income for computation
¥119,675
292,065
¥409.75
Year Ended March 31, 2014
Basic EPS:
Millions of yen
Thousands of shares
Net Income
Weighted-
Average Shares
Yen
EPS
Net income available to common shareholders
¥92,787
291,485
¥318.33
Effect of dilutive securities
Stock options
Diluted EPS:
Net income for computation
353
¥92,787
291,838
¥317.94
As stated in Note 3.a, the change in accounting policy for revenue recognition has been retrospectively applied to the
consolidated financial statements for the year ended March 31, 2014. As a result, basic and diluted EPS for the year ended March
31, 2014, increased by ¥3.12 and ¥3.11, respectively.
As stated in Note 2.n, the Company applied the revised accounting standard and guidance for retirement benefits effective April
1, 2014, and changed the method of attributing the expected benefit to periods from a straight-line basis to a benefit formula
basis, and the method of determining the discount rate from using the period which approximates the expected average remaining
service period to using a single weighted-average discount rate reflecting the estimated timing and amount of benefit payment.
However, the impact of these changes on basic and diluted EPS for the year ended March 31, 2015 was insignificant.
20. SEGMENT INFORMATION
Under ASBJ Statement No. 17, “Accounting Standard for Segment Information Disclosures” and ASBJ Guidance No. 20,
“Guidance on Accounting Standard for Segment Information Disclosures,” an entity is required to report financial and descriptive
information about its reportable segments. Reportable segments are operating segments or aggregations of operating segments
that meet specified criteria. Operating segments are components of an entity about which separate financial information is
available and such information is evaluated regularly by the chief operating decision maker in deciding how to allocate resources
and in assessing performance. Generally, segment information is required to be reported on the same basis as is used internally for
evaluating operating segment performance and deciding how to allocate resources to operating segments.
1. Description of reportable segments
The Group’s reportable segments are those for which separate financial information is available and regularly evaluated by the
Company’s Board of Directors in order to decide how resources are allocated among the Group. Therefore, the Group’s reportable
segments consist of the Air Conditioning segment and the Chemicals segment.
The Air Conditioning segment manufactures, distributes and installs air conditioning and refrigeration equipment. The Chemicals
segment manufactures and distributes chemicals.
64
2. Methods of measurement for the amounts of sales, profit, assets and other items for each reportable segment
The accounting policies of each reportable segment are generally consistent with those disclosed in Note 2, “Summary of
Significant Accounting Policies.”
(Change in revenue recognition standard)
As stated in Note 3.a, the Company and its domestic consolidated subsidiaries, from April 1, 2014, recognize revenues upon
delivery under the terms and conditions of contracts, which were recognized upon shipment previously.
The new accounting policy for revenue recognition is applied retrospectively to segment information for the year ended March
31, 2014. Consequently, as compared with the figures prior to the retrospective application, sales to external customers and
segment profit of the Air Conditioning segment increased by ¥4,304 million and ¥1,371 million, respectively. Sales to external
customers and segment profit of the Chemicals segment increased by ¥453 million and ¥129 million, respectively, while sales to
external customers and segment profit of the Other segment decreased by ¥155 million and ¥38 million, respectively.
(Change in the depreciation method of property, plant and equipment)
As stated in Note 3.b, the Company and its domestic consolidated subsidiaries, from April 1, 2014, changed their method of
depreciating property, plant and equipment from the declining-balance method to the straight-line method.
As a result of this change, segment profit of the Air Conditioning segment, Chemicals segment, and Other segment for the
fiscal year ended March 31, 2015 increased by ¥2,319 million, ¥1,419 million, and ¥275 million, respectively, as compared with
the figures calculated using the previous method.
3. Information about sales, profit, assets and other items
Millions of yen
March 31, 2015
Reportable Segment
Air
Conditioning
Chemicals
Total
Other
Total
Reconciliations
Consolidated
Sales:
Sales to external customers
¥1,710,945 ¥149,559
¥1,860,504 ¥54,510
¥1,915,014
¥1,915,014
Intersegment sales
875
8,051
8,926
476
9,402
¥ (9,402)
1,711,820
157,610
1,869,430
54,986
1,924,416
(9,402)
1,915,014
170,484
16,550
187,034
3,584
190,618
(30)
190,588
1,847,343
190,047
2,037,390
34,225
2,071,615
¥192,375
2,263,990
Total
Segment profit
Segment assets
Other:
Depreciation
Amortization of goodwill
24,920
24,920
24,920
¥ 41,235 ¥ 10,222
¥ 51,457 ¥ 1,373
¥ 52,830
¥ 52,830
24,920
Investment balance in
unconsolidated subsidiaries
and associated companies
accounted for using
the equity method
Investment in property,
plant and equipment
and intangible assets
12,243
7,555
19,798
19,798
19,798
57,914
17,508
75,422
2,937
78,359
78,359
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DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section
Millions of yen
March 31, 2014
Reportable Segment
Air
Conditioning
Chemicals
Total
Other
Total
Reconciliations
Consolidated
Sales:
Sales to external customers
¥1,597,188 ¥140,631
¥1,737,819 ¥49,860
¥1,787,679
¥1,787,679
Intersegment sales
842
7,453
8,295
407
8,702
¥ (8,702)
1,598,030
148,084
1,746,114
50,267
1,796,381
(8,702)
1,787,679
139,849
14,319
154,168
2,375
156,543
(6)
156,537
1,617,724
175,858
1,793,582
30,973
1,824,555
¥187,315
2,011,870
Total
Segment profit
Segment assets
Other:
Depreciation
Amortization of goodwill
23,767
17
23,784
23,784
¥ 41,304 ¥ 12,111
¥ 53,415 ¥ 1,671
¥ 55,086
¥ 55,086
23,784
Investment balance in
unconsolidated subsidiaries
and associated companies
accounted for using
the equity method
Investment in property,
plant and equipment
and intangible assets
10,880
5,605
16,485
16,485
16,485
37,113
20,359
57,472
1,878
59,350
59,350
Notes: 1. The Other segment is the aggregation of other operating segments which are not included in the reportable segments and consists of the Oil Hydraulics segment,
the Defense segment and the Electronics segment.
2. “Reconciliations” include unallocated items and intersegment eliminations. The unallocated corporate assets included in “Reconciliations” amounted to ¥202,383
million and ¥196,125 million at March 31, 2015 and 2014, respectively, which consisted mainly of the Company’s cash, time deposits and investment securities.
3. The aggregated amount of segment profit equals operating income in the consolidated statement of income.
4. Intersegment sales are recorded at values that approximate market prices.
4. Supplemental information
(1) Information about geographical areas
(a) Sales
Japan
USA
China
Millions of yen
March 31, 2015
Asia and
Oceania
Europe
Other
Consolidated
¥498,683
¥432,423
¥353,377
¥272,373
¥243,566
¥114,592
¥1,915,014
Japan
USA
China
Millions of yen
March 31, 2014
Asia and
Oceania
Europe
Other
Consolidated
¥517,356
¥359,122
¥322,884
¥239,633
¥247,059
¥101,625
¥1,787,679
Note: Sales are classified by country or region based on the physical locations of customers.
66
(b) Property, plant and equipment
Japan
China
USA
Millions of yen
March 31, 2015
Asia and
Oceania
Europe
Other
Consolidated
¥113,028
¥91,106
¥66,245
¥37,209
¥30,845
¥9,323
¥347,756
Japan
China
USA
¥95,318
¥80,119
¥52,375
Millions of yen
March 31, 2014
Asia and
Oceania
¥31,595
Europe
¥34,485
Other
¥5,825
Consolidated
¥299,717
(2) Significant impairment losses on long-lived assets by reportable segment
Impairment losses on long-lived assets
Millions of yen
March 31, 2015
Air
Conditioning
Chemicals
¥4,159
Other
¥419
Eliminations
and
Corporate
Consolidated
¥4,578
Note: The impairment losses reported in “Other” are related to the Oil Hydraulics segment.
(3) Information about goodwill
(a) Balance of goodwill by reportable segment
Goodwill for each reportable segment at March 31, 2015 and 2014 was as follows:
Goodwill
Goodwill
Millions of yen
2015
Chemicals
Other
Millions of yen
2014
Chemicals
Other
Eliminations
and
Corporate
Eliminations
and
Corporate
Air
Conditioning
¥369,965
Air
Conditioning
¥361,667
Consolidated
¥369,965
Consolidated
¥361,667
21. SUBSEQUENT EVENTS
Resolutions approved by the Company’s Board of Directors’ at the meeting held on May 12, 2015 are subject to approval at the
general shareholders’ meeting planned to be held on June 26, 2015.
Appropriations of Retained Earnings
Payment of year-end cash dividends of ¥60 per share to shareholders at March 31, 2015, totaling ¥17,510 million was approved.
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Corporate Data
(As of March 31, 2015)
Head Office
Tokyo Office
Umeda Center Bldg., 2-4-12, Nakazaki-Nishi, Kita-ku, Osaka 530-8323, Japan
Phone: 81-6-6373-4312
URL: http://www.daikin.com/
JR Shinagawa East Bldg., 2-18-1, Konan, Minato-ku, Tokyo 108-0075, Japan
Phone: 81-3-6716-0111
Fiscal Year-End Date
March 31 on an annual basis
Date of Founding
October 25, 1924
Date of Establishment
February 11, 1934
Paid-in Capital
¥85,032 million
Number of Shares of
Common Stock Issued
293,113 thousand
Number of Shareholders
29,856
Major Shareholders
• The Master Trust Bank of Japan, Ltd. (Trust Account)
• Japan Trustee Services Bank, Ltd. (Trust Account)
• Sumitomo Mitsui Banking Corporation
• Japan Trustee Services Bank, Ltd. Retirement Benefit Trust Account for Nippon Steel
& Sumitomo Metal Industries, Ltd.
• The Bank of New York Mellon SA/NV 10
• Japan Trustee Services Bank, Ltd. Retirement Benefit Trust Account for The Norinchukin Bank
• The Bank of Tokyo-Mitsubishi UFJ, Ltd.
• State Street Bank and Trust Company 505225
• Japan Trustee Services Bank, Ltd. (Trust Account 4)
• BNP Paribas Securities (Japan) Limited
Number of Subsidiaries and
Affiliated Companies
Subsidiaries: 210 Affiliates: 10
Number of Employees
59,179 (Consolidated)
Stock Exchange Listing
Tokyo
Advertising Method
The Company uses the electronic advertising method, posting advertisements on its website
(http://www.daikin.co.jp/e-koukoku/). However, when electronic advertising is not possible due
to technical problems or other circumstances, the Company will post advertisements in the
Nikkei Shimbun.
Shareholder Register
Administrator
Mitsubishi UFJ Trust and Banking Corporation
3-6-3, Fushimicho, Chuo-ku, Osaka 541-8502, Japan
Ordinary General Meeting
of Shareholders
June
Auditor
Deloitte Touche Tohmatsu LLC
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DAIKIN INDUSTRIES, LTD. ANNUAL REPORT 2015Financial Highlights/At a GlanceA Message from the CEOInterview with the CEOReview of OperationsCorporate GovernanceFinancial Section A
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