Global Presence through Innovation
The Kao Group aims to become a company with a global presence. In markets
worldwide, we are integrating our unique insights to achieve meaningful
innovation. This enables the value offerings that truly transform our core
philosophies into realities.
The Kao Way
The Kao Way explains the essence of Kao’s unique corporate culture and spirit, which have been
developed through our business activities since the founding of the company.
Our mission is to strive for the wholehearted satisfaction and enrichment of the lives of people globally
and to contribute to the sustainability of the world, with products and brands of excellent value that are
created from the consumer's and customer's perspective. This commitment is embraced by all
members of the Kao Group as we work together with passion to share joy with consumers and
customers in our core domains of cleanliness, beauty, health and chemicals.
* We define Yoki-Monozukuri as “a strong commitment by all members to provide products and brands of excellent value for consumer
satisfaction.” This core concept distinguishes Kao from all others.
** Genba literally means “actual spot.” At Kao, Genba-ism defines the importance of observing things “on-site,” in the actual location
and environment, both internally and externally, in order to maximize our understanding of the business and optimize
our performance.
Further information is available at:
http://www.kao.com/jp/en/corp_about/kaoway.html
Forward-Looking Statements
Forward-looking statements such as earnings forecasts and other projections contained in this
report are based on information available at the time of publication and assumptions that
management believes to be reasonable. Actual results may differ materially from those expectations
due to various factors.
CONTENTS
2 Our Vision for the Future
4 A Message from President and CEO Michitaka Sawada
10 Directors, Audit & Supervisory Board Members and Executive Officers
12 Kao at a Glance
15 Management Foundation
23 Financial Section
66 Principal Subsidiaries and Affiliates
67
Investor Information
FINANCIAL HIGHLIGHTS
Due to a change in the fiscal year end, the term of consolidation for the fiscal period ended December 31, 2012 consisted
of the nine months from April to December for Kao Corporation and its subsidiaries whose fiscal year end was previously
March 31 and the twelve months from January to December for subsidiaries whose fiscal year end was December 31.
(Years ended March 31, 2010 to 2012, period ended December 31, 2012 and years ended December 31, 2012 and 2013)
Net Sales and
Operating Income Ratio
(Billions of yen)
1,500
1,184.4
1,186.8
1,216.1
1,220.4
1,315.2
1,000
1,012.6
8.8
8.9
10.0
9.2
9.5
500
7.9
0
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
(Restated)
Dec.
2013
Net Sales (Left)
Operating Income Ratio (Right)
Net Income and ROE*
Net Income per Share
(%)
25
(Billions of yen)
80
20
15
10
5
0
60
40
20
0
64.8
10.7
52.4
52.8
53.1
9.8
9.4
9.5
46.7
8.5
40.5
7.3
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
(Restated)
Dec.
2013
Net Income (Left)
ROE* (Right)
*In calculating ROE, equity excludes minority
interests and stock acquisition rights.
(%)
20
(Yen)
150
15
10
5
0
100
50
0
126.03
100.46
101.12
101.77
87.69
75.57
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
(Restated)
Dec.
2013
Kao Corporation and Consolidated Subsidiaries
Years ended December 31, 2013 and 2012, period ended December 31, 2012, and year ended March 31, 2012
For the year:
Net sales ......................................
EBITA ...........................................
Operating income .........................
Net income ...................................
EBITDA .........................................
At year end:
Total assets ..................................
Net worth .....................................
Per share:
Net income ...................................
Cash dividends .............................
Net worth .....................................
Dec.
2013
¥1,315.2
154.8
124.7
64.8
202.0
1,133.3
628.7
Billions of yen
Dec.
2012
(Restated)
¥1,220.4
143.8
111.8
53.1
189.2
Dec.
2012
Mar.
2012
¥1,012.6
125.7
101.6
52.8
161.4
¥1,216.1
142.2
108.6
52.4
188.4
Millions of
U.S. dollars
Dec.
2013
$12,479.5
1,468.8
1,182.8
614.5
1,916.2
Change
Dec.
Dec. 2012
2013 (Restated)
7.8%
7.6
11.5
21.9
6.8
—
—
1,030.3
582.7
991.3
538.0
10,753.2
5,965.5
—
—
Yen
U.S. dollars
Change
¥ 126.03
64.00
1,227.54
¥101.77
—
—
¥ 101.12
62.00
1,116.61
¥ 100.46
60.00
1,031.08
$ 1.20
0.61
11.65
23.8%
—
—
Notes: 1. The U.S. dollar amounts are translated, for convenience only, at the rate of ¥105.39=US$1, the approximate exchange rate at December 31, 2013.
2. Yen and U.S. dollar amounts are rounded to the nearest whole number or decimal.
3. Earnings before interest, taxes, depreciation and amortization (EBITDA) is operating income before depreciation and amortization.
4. Net worth is equity, excluding minority interests and stock acquisition rights.
5. December 2012 (restated) represents figures for the year from January 1 to December 31, 2012 for Kao Group companies whose fiscal year end was
previously March 31.
Kao Corporation Annual Report 2013 1
Laurier1979Laurier sanitary napkins gain broad acceptance among women as a new type of sanitary napkin developed using super-absorbent polymers.Bioré1980Bioré Facial Foam offers an alternative to soap in the form of a new, neutral type of facial cleanser that is gentle on the skin.Kao Kona Sentaku1951Japan's first synthetic powder laundry detergent for household use becomes a hit, spurred on by the growing use of electric washing machines.Kao Shampoo1932This product makes “shampoo” an everyday word, changing Japanese hair washing habits.Kao SekkenRepresentative Products1890Kao Sekken, a domestically produced quality facial soap, is launched in Japan.MIGHTY1964MIGHTY, a superplasticizer for concrete, is launched as a chemical product, supporting Japan’s rapid economic growth through uses including construction of the Shinkansen bullet train system.Mypet1960Mypet, Japan’s first liquid household detergent, is launched.For over 120 years, the Kao Group has provided both consumer products that bring cleanliness, beauty and health to daily living, and chemical products that contribute to the growth of industry. We aim to build a global presence by continuous innovation to drive the creation of distinctive value offerings that bring positive change to daily living.Our Vision for the FutureNet salesTarget 1:Target 2: Fiscal 2015¥1.4 trillionOverseas sales ratio 30% or moreOperating income ¥150 billionBreak previous records for consolidated net sales and profitsKao Group Mid-term Plan 2015 (K15)2 Kao Corporation Annual Report 2013 Kao Sofina1982Kao Sofina is launched as a new line of basic skin care cosmetic products offering dermatology-based basic skin care.Merries1984Merries baby diapers are a new type of disposable diaper derived from the development of various new processing technologies and functional materials such as super-absorbent polymers, non-woven sheets, and breathable sheets.Attack1987Breakout hit Attack compact laundry detergent makes detergent history using innovative biotechnologies for powerful cleansing at one-fourth the volume of conventional powder detergents.Healthya Green Tea2003Healthya Green Tea, which contains high levels of tea catechin, is the first tea product in Japan to be approved by the Ministry of Health, Labor and Welfare as a Food for Specified Health Uses (FOSHU) due to its suitability for people concerned about body fat.Attack Neo2009Attack Neo, the world’s most concentrated liquid laundry detergent, is launched, delivering a new level of environmentally friendly performance with just one rinse cycle.Jergens Natural Glow2005Jergens Natural Glow, a sunless self-tanning hand and body lotion, is launched in the U.S.Healthya Coffee2013Launch of Healthya Coffee containing a high level of polyphenol “coffee chlorogenic acid” found in coffee beans. It is the first coffee drink to be approved as a FOSHU that promotes body fat utilization.¥1.4 trillion 2015Net saleshe FutureA Company with a Global PresenceWe enrich the lives of people all over the world by driving change through the making of distinctive value offerings with our twin objectives of profitable growth and contribution to the sustainability of society.Kao Corporation Annual Report 2013 3 A Message from President and CEO
Michitaka Sawada
The Kao Group Mid-Term Plan 2015 (K15) got off to an excellent
start in 2013, with record operating income. We will continue to
focus on innovation to achieve the targets of K15 and become a
company with a global presence.
Michitaka Sawada
President and Chief Executive Officer
Net sales
¥1,315.2 billion
+7.8%
1
Operating income
¥124.7 billion
+11.5%
1
EBITA3
¥154.8 billion
+7.6%
1
EVA2
138
(Year ended December 31, 2011 = 100)
Net income
¥64.8 billion
Cash dividends
+21.9%
1
¥64.00 per share
24th consecutive period of increase
+2.00 per share
1. Due to a change in the fiscal year end, growth for the year ended December. 31, 2013 is a comparison with the restated business results for the twelve-month period from
January 1 to December 31, 2012.
2. EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
3. Earnings before interest, taxes and amortization (EBITA) is operating income before amortization of goodwill and other items related to acquisitions.
4 Kao Corporation Annual Report 2013
1
Please begin by
briefly discussing
the voluntary
recall at Kanebo
Cosmetics and
subsequent Kao
Group initiatives.
Kao’s subsidiary Kanebo Cosmetics decided to implement a voluntary recall of certain
brightening products in Japan and some Asian countries* because of cases of vitiligo-like
symptoms on the skin of some customers who used the products. We are wholeheartedly
supporting the recovery of all those who experienced symptoms. This has included
visiting individuals to confirm their conditions and establishing a follow-up system.
In January 2014, I also assumed direct control of our new quality assurance
organization so I can be closely involved. The entire Kao Group is working to ensure
even higher levels of safety and reliability in its products.
* On July 4, 2013, Kanebo Cosmetics Inc., Lissage Ltd. and e’quipe, Ltd. of the Kao Group announced a voluntary
recall of brightening products containing the quasi-drug-ingredient Rhododenol, which was approved by the
Japanese Ministry of Health, Labour and Welfare in accordance with the Pharmaceutical Affairs Act after passing
extensive safety tests.
Kanebo Cosmetics’ Voluntary Recall Timeline
July 2013
■ Initiated a voluntary product recall
■ Established a task force
■ Began visiting all customers who had come forward
■ Began an independent study by outside experts (attorneys)
■ The Japanese Dermatological Association established a special committee
to investigate the conditions and develop a treatment
■ Established a long-term follow-up system
August 2013
■ Merger of the quality control division and consumer center of Kanebo
Cosmetics into Kao Corporation
September 2013
■ Reported the results of the independent study by outside experts and
announced how Kanebo Cosmetics would address them
October 2013
■ Kao announced the integration of the research and production divisions of
Kanebo Cosmetics into Kao Corporation starting from January 2014
January 2014
■ Kao established a fund for research into vitiligo-like symptoms experienced
by users of products containing Rhododenol
2
Please discuss
your goals for a
Kao Group that
evolves through
innovation.
The primary goal of the Kao Group is to become a company with a global presence. I
want the Kao Group to achieve recognition as a company and a manufacturer that
makes distinctive value offerings. That is how we can realize the Kao Way, our
corporate philosophy, which is to strive for the wholehearted satisfaction and
enrichment of the lives of people globally and to contribute to the sustainability of
the world. Innovation enables the value offerings that truly bring the Kao Group’s core
philosophies to life.
Over the years, the Kao Group has expanded its Consumer Products Business to
include cleanliness, beauty and health. We used to directly transform cleanliness
technology into products and value, but today, technology alone does not satisfy
consumer expectations. As we expand in beauty and health, we also see that
technology no longer directly equates to value. Rather, we need to develop
Kao Corporation Annual Report 2013 5
comprehensive offerings that showcase the value offered by technology. We must
also achieve meaningful innovation by integrating incremental insights. These
approaches will enable the Kao Group to create innovative products and services that
enrich people’s lives and society.
Leading-edge research is vital for the development of excellent products. However,
product development alone does not define our ability to deliver distinctive value
offerings. Offerings that are a step ahead of their time are not readily accepted in the
consumer products business. We need to make value offerings that are a “half-step
ahead” to innovate successfully.
The rising standard of living around the world is adding to the challenge of making
value offerings. We therefore need to appeal to consumers through a wide range of
innovations that will enrich society, including product and marketing innovations.
Ultra Attack Neo ultra-concentrated liquid laundry detergent, Japan
Emerging cleanliness needs include products that conserve electricity and
water, and that give busy people more time in their lives by reducing the
time spent doing laundry. The distinctive offerings of Ultra Attack Neo
address these needs.
■ Deeper cleaning ability provided by Kao’s original next-generation
cleaning ingredient “ultra anions,” which quickly penetrates and breaks
down stains
■ Effective removal of stains and odors, even in washing machines with a
reduced-time washing function, as a new proposal to meet the strong
needs of busy people for shorter laundering time
3
The Kao Group
launched its K15
mid-term plan in
2013. What were
the first-year
results, including
progress of K15’s
three growth
strategies?
In 2013, for the first time ever the Kao Group announced its mid-term plan to
stakeholders.
The global economy continued its anemic recovery. The pace of growth slowed in
emerging countries, while the U.S. economy expanded and Europe showed signs of
an upturn despite continuing weakness.
In Japan, the economy recovered gradually as personal consumption picked up due
to positive expectations for economic measures. In addition, the decline in consumer
purchase prices appeared to have bottomed out. Market conditions improved
progressively through the year, as consumer became more accepting of higher prices
for value offered by household and personal care products.
We concentrated on maximizing the use of Kao Group assets during 2013.
Examples from our R&D operations included expanding the application of technology
developed for a particular product to additional products. We also revitalized existing
products by transforming our approach to communicating product value. We began
seeing results during 2013 from our drive to maximize asset use, and expect to see
more in the future.
6 Kao Corporation Annual Report 2013
A Message from President and CEO Michitaka Sawada
We generated growth in sales and earnings for the fourth consecutive year,
excluding the impact of the change in fiscal year during fiscal 2012, and also
exceeded our target for record operating income. The overseas sales ratio, which is
the proportion of net sales to foreign customers, rose to 30.9 percent, in part
because of the depreciation of the yen.
We also launched three strategies for generating profitable growth and internal
projects to support them. I will briefly outline the progress of these strategies.
Kao Group Mid-term Plan 2015 (K15)
Target 1 Break previous records for net sales and profits
Target 2 Achieve numerical management targets for FY2015
■ Net sales: ¥1.4 trillion
■ Operating income: ¥150 billion
■ Overseas sales ratio: 30% or more
Growth Strategies to Achieve K15
1. Expand the Consumer Products Business globally
■ Growth markets: Expand the business significantly by proposing products in the
domain of “cleanliness” including laundry detergents, baby diapers and sanitary
napkins that target the growing middle-class consumer segments
■ Mature markets: Accelerate growth with high-value-added products
2. Further reinforce the Fabric and Home Care Business, and accelerate profitable
growth in the Beauty Care and Human Health Care Businesses
Fabric and Home Care Business
■ Maintain or capture the top share in each product category
Beauty Care Business and Human Health Care Business
■ Move the cosmetics business to a phase of profitable growth
■ Propose products and services through new approaches focused on health and the
aging society
3. Reinforce the Chemical Business
■ Promote to generate higher value by leveraging eco-technology research
■ Strengthen synergy with the Consumer Products Business
Three Growth Strategies
Strategy 1
Expand the Consumer Products Business globally
We categorized our markets as mature or growth, then steadily began expanding sales.
The Consumer Products Business in Asia performed well and drove global expansion. I
would like to see the Kao Group maintain the overseas sales ratio at 30 percent or higher,
regardless of exchange rate movements. In growth markets, we are focusing on
launching laundry detergents, baby diapers and sanitary products for the middle-class
Kao Corporation Annual Report 2013 7
consumer segment. During 2013, we launched Merries baby diapers manufactured in
China and Attack Power Soaking powder laundry detergent for washing by hand.
Strategy 2
Further reinforce the Fabric and Home Care Business, and accelerate
profitable growth in the Beauty Care and Human Health Care Businesses
The Fabric and Home Care Business generated solid growth and increased earnings. With
an operating margin of approximately 20 percent, it made the steadiest progress among
our business segments. As exemplified by Ultra Attack Neo laundry detergent, the Kao
Group demonstrated leadership in changing lifestyles in Japan with new value offerings.
Laundry detergent performance was also solid in Thailand and Indonesia, demonstrating
that progress in reinforcing this business was not limited to Japan.
Conditions were challenging in cosmetics due to the voluntary recall at Kanebo
Cosmetics. Excluding Kanebo Cosmetics, however, the Beauty Care Business made
progress. Baby diapers led growth in the Human Health Care Business, and sales of
Laurier sanitary napkins continued to drive growth in Thailand and Indonesia. Moreover,
Megurhythm steam eye mask was a hit in Japan and Hong Kong. This product created a
new market with its concept of improving blood circulation.
Our marketing activities also supported sales growth by anticipating consumer and
lifestyle changes with “half-step ahead” proposals driven by fresh analyses of the data
we have collected.
Strategy 3
Reinforce the Chemical Business
The Chemical Business serves a wide array of industries globally. It also enhances the
competitiveness of the Kao Group’s Consumer Products Business through synergies such
as supplying raw materials that add value to consumer products while reducing costs and
ensuring stable raw material procurement. Enhancing the Chemical Business and the
Consumer Products Business is vital for the Kao Group to grow profitably.
During 2013, market conditions challenged the Chemical Business. The Kao Group
strengthened this business by concentrating on increased production and products that
use eco-technologies, such as low-temperature fusing toner binder and cleaning agents
for steel sheets.
In oleo chemicals, the Kao Group expanded fatty alcohol production facilities and
increased sales volume. The Chemical Business has been focusing on acquiring new
customers for performance and specialty chemicals. Sales of performance chemicals
were firm due to the development and sale of high-value-added products. The specialty
chemicals business is responding effectively to structural changes in our customers’
industries.
8 Kao Corporation Annual Report 2013
4
What is your long-
term objective?
5
Please close with
some insights for
investors.
A Message from President and CEO Michitaka Sawada
Our most important long-term objective is to become a company with a global
presence, and that means a company that makes distinctive value offerings. Achieving
the targets of K15 is just one milestone on the way to that goal. I want the Kao Group
to move beyond its accomplishments in 2013 to reach the next level in 2014 so that we
can achieve the targets of K15, and we are going to implement a number of measures
during 2014 to do so.
We will continue to invest to put our three growth strategies into action. We want to
maintain the strong momentum of our businesses in 2013 while investing to enable
more aggressive initiatives that will further reinforce the Fabric and Home Care
Business and improve performance in the Beauty Care and Human Health Care
Businesses. For cosmetics, we will accelerate the turnaround at Kanebo Cosmetics
with products that allow people to fully experience beauty with their senses.
The Chemical Business will enhance oleo chemical products by adding value to
mitigate fluctuations in the prices of raw materials, and support stable sales. It also
aims to expand sales by using creative technologies that address environmental
concerns to develop new materials and other products.
In 2013, we formulated the Kao Sustainability Statement to delineate a clear vision for
implementing the Kao Way. Moreover, we improved our corporate governance system
in March 2014. We have a new team of Board Members and Executive Officers to
speed up decision making and strengthen our response to change, and we have an
equal number of inside directors and outside directors to heighten transparency and
bring external perspectives to the Kao Group.
The Kao Group aims to become a company with a global presence. We will
therefore generate sustained profitable growth with distinctive value offerings, and
contribute to the sustainability of society by helping to resolve social issues and
making social contributions through our business activities. We are confident that we
will increase shareholder value by increasing Economic Value Added (EVA), a key Kao
Group management indicator. Summarized below, our priorities for deploying free
cash flow remain unchanged.
We are excited about the Kao Group’s future, and we invite investors to share our
enthusiasm.
Use of Free Cash Flow*
1. Capital expenditures and M&A for future growth
2. Steady and continuous cash dividends
■ Year ended December 31, 2013
Cash dividends per share: ¥64.00
Payout ratio: 50.8%
24th consecutive period of
increase in dividends
3. Share repurchases and repayment of interest-bearing debt including borrowings
■
February to April 2013
Share repurchases: ¥30.0 billion
* Free cash flow = Net cash provided by operating activities + Net cash used in investing activities
Kao Corporation Annual Report 2013 9
Directors, Audit & Supervisory Board Members and
Executive Officers
(As of March 28, 2014)
Directors * Holds the post of Executive Officer concurrently ** Outside Director
Michitaka Sawada*
Representative Director
Apr. 1981
Jun. 2006
Jun. 2008
Jun. 2012
Jan. 2014
Joined the Company
Executive Officer
Member of the Board, Executive Officer
Representative Director, President and Chief Executive
Officer (current)
Responsible for Product Quality Management (current)
Toshiaki Takeuchi*
Representative Director
Apr. 1981
Mar. 2009
Mar. 2010
May 2011
May 2012
Jun. 2012
Apr. 2013
Mar. 2014
Joined the Company
Vice President, Corporate Planning, Kao Customer
Marketing Co., Ltd.
Member of the Board, Executive Officer, Kao Customer
Marketing Co., Ltd.
Member of the Board, Senior Managing Executive Officer,
Kao Customer Marketing Co., Ltd.
Representative Director, Senior Managing Executive Officer,
Kao Customer Marketing Co., Ltd.
Executive Officer
Representative Director, Executive Vice President,
Kao Customer Marketing Co., Ltd.
Member of the Board, Representative Director,
Managing Executive Officer, President and Chief Executive
Officer, Kao Customer Marketing Co., Ltd. (current)
Toru Nagashima**
Senior Advisor, Teijin Limited
Apr. 1965
Jun. 2000
Apr. 2001
Jun. 2001
Nov. 2001
Jun. 2002
Jun. 2008
Mar. 2013
Apr. 2013
Jun. 2013
Joined Teijin Limited
Member of the Board, and CESHO (Chief Environment,
Safety & Health Officer), Teijin Limited
Member of the Board, CMO (Chief Marketing Officer) and
General Manager of Corporate Strategy & Planning Office,
Teijin Limited
Managing Director, CMO (Chief Marketing Officer) and
General Manager of Corporate Strategy & Planning Office,
Teijin Limited
President & Representative Director, COO, Teijin Limited
President & Representative Director, CEO, Teijin Limited
Chairman of the Board, Teijin Limited
Member of the Board, Kao Corporation (current)
Senior Advisor, Member of the Board, Teijin Limited
Senior Advisor, Teijin Limited (current)
Executive Officers
Michitaka Sawada
President and Chief Executive Officer
Responsible for Product Quality Management
Toshiharu Numata
Senior Managing Executive Officer
President, Consumer Products and Chemical Business, China
Chairman of the Board and Chief Executive Officer, Kao (China)
Holding Co., Ltd.
Chairman of the Board, Kao Commercial (Shanghai) Co., Ltd.
Chairman of the Board, Kanebo Cosmetics (China) Co., Ltd.
Katsuhiko Yoshida
Managing Executive Officer
President, Consumer Products, Global
Responsible for Kao Professional Services Co., Ltd.
Toshiaki Takeuchi
Managing Executive Officer
Representative Director, President and Chief Executive Officer,
Kao Customer Marketing Co., Ltd.
10 Kao Corporation Annual Report 2013
Masumi Natsusaka
Managing Executive Officer
Responsible for Beauty Care Business
President, Beauty Care Cosmetics Business Unit, Global
President, Kanebo Cosmetics Inc.
Yoshinori Takema
Managing Executive Officer
Senior Vice President, Research and
Development, Global
Responsible for TCR Promotion
Motohiro Morimura
Managing Executive Officer
Senior Vice President, Production and Engineering, Global
Vice President, Plant Management, Wakayama Plant
Vice President, Engineering, Global
Senior Vice President, Environment and Safety Management, Global
Responsible for Logistics
Shinichiro Hiramine
Senior Vice President, Corporate Communications, Global
Katsuhiko Yoshida*
Representative Director
Apr. 1979
Apr. 2007
Jun. 2007
Apr. 2010
Jun. 2012
Mar. 2014
Joined the Company
President, Human Health Care Business Unit
Executive Officer
President, Fabric and Home Care Business Unit
Managing Executive Officer (current)
Member of the Board, Representative Director,
President, Consumer Products;
Responsible for Kao Professional Services Co., Ltd. (current)
Sonosuke Kadonaga**
President, Intrinsics
Apr. 1976
Aug. 1986
Jul. 2009
Jun. 2012
Mar. 2014 Chairman of the Board of Directors
Joined Chiyoda Corporation
Joined McKinsey & Company, Inc., Japan
President, Intrinsics (current)
Member of the Board, Kao Corporation (current)
Masayuki Oku**
Chairman of the Board, Sumitomo Mitsui Financial
Group, Inc.
Apr. 1968
Jun. 1994
Nov. 1998
Jun. 1999
Jan. 2001
Apr. 2001
Dec. 2002
Jun. 2003
Jun. 2005
Mar. 2014
Joined Sumitomo Bank
Director, Sumitomo Bank
Managing Director, Sumitomo Bank
Managing Director and Managing Executive Officer,
Sumitomo Bank
Senior Managing Director and Senior Managing Executive
Officer, Sumitomo Bank
Senior Managing Director and Senior Managing Executive
Officer, Sumitomo Mitsui Banking Corporation
Senior Managing Director, Sumitomo Mitsui Financial
Group, Inc.
Deputy President and Executive Officer, Sumitomo Mitsui
Banking Corporation
Chairman of the Board, Sumitomo Mitsui Financial Group,
Inc. (current), and President and Chief Executive Officer,
Sumitomo Mitsui Banking Corporation
Member of the Board, Kao Corporation (current)
Shigeru Koshiba
Senior Vice President, Corporate Strategy, Global
Takuji Yasukawa
President, Human Health Care Business Unit - Food and Beverage Business
Group, Global
Yasushi Aoki
Senior Vice President, Human Capital Development, Global
Representative Director, Chairman of the Board, Senior Executive Officer,
Senior Vice President, Human Resources and Administration,
Kanebo Cosmetics Inc.
President, Kao Group Corporate Pension Fund
President, Kao Health Insurance
Naohisa Kure
Vice President, Strategy Research, Global
Hideko Aoki
Senior Vice President, Product Quality Management, Global
Audit & Supervisory Board Members *** Outside Audit & Supervisory Board Member
Takayuki Ishige
Full-time Audit & Supervisory Board Member
Joined the Company
Senior Manager - International, Global Internal Audit
Apr. 1978
Jan. 2003
Sep. 2006 Vice President, Global Internal Audit
Jun. 2011
Full-time Audit & Supervisory Board Member (current)
Teruo Suzuki***
Audit & Supervisory Board Member,
Certified Public Accountant
Aug. 1978
Jan. 2004
Jun. 2012
Registered as Certified Public Accountant
Partner, KPMG AZSA LLC
Audit & Supervisory Board Member, Kao Corporation
(current)
Yumiko Waseda***
Audit & Supervisory Board Member
Attorney-at-Law
Apr. 1985
Apr. 2013
Jan. 2014
Mar. 2014
Registered as an attorney-at-law
Joined Masayuki Matsuda Law & Patent Offices (now
Mori Hamada & Matsumoto, a law firm)
Joined Tokyo Roppongi Law & Patent Offices
Partner, Tokyo Roppongi Law & Patent Offices (current)
Audit & Supervisory Board Member, Kao Corporation
(current)
Shoji Kobayashi
Full-time Audit & Supervisory Board Member
Apr. 1979
Jun. 2006
Apr. 2007
Jun. 2010
Mar. 2013
Joined the Company
Executive Officer
Vice President, Chemical Business Unit, Global
President, Chemical Business Unit, Global
Full-time Audit & Supervisory Board Member (current)
Norio Igarashi***
Audit & Supervisory Board Member,
Certified Public Accountant,
Professor, Yokohama National University
Apr. 1977 Registered as Certified Public Accountant
Jul. 1988 Partner, Aoyama Audit Corporation and Price Waterhouse
Apr. 2007
Professor, Graduate School of International Social Sciences,
Yokohama National University (current)
Audit & Supervisory Board Member, Kao Corporation
(current)
Mar. 2013
Executive Officers
Minoru Utsumi
Vice President, Production and Engineering - Beauty Care Supply Chain
Management, Global
Vice President, Supply Chain Management Strategy and Planning, Global
Vice President, Plant Management, Tokyo Plant
Masakazu Negoro
President, Chemical Business Unit, Global
Chairman of the Board, Fatty Chemical (Malaysia) Sdn. Bhd.
Chairman of the Board, Pilipinas Kao, Inc.
Presidente, Kao Chemicals Europe, S.L.
Yoshimichi Saita
Senior Vice President, Media Planning and Management, Global
Kenji Miyawaki
Senior Vice President, Marketing Research and Development, Global
Kazuyoshi Aoki
Senior Vice President, Accounting and Finance, Global
Responsible for EVA Promotion
Tadaaki Sugiyama
Senior Vice President, Legal and Compliance, Global
Responsible for Information Systems
Kozo Saito
President, Consumer Products, Asia, Americas and EMEA
Chairman of the Board, Kao USA Inc.
Hideki Tanaka
Senior Vice President, Procurement, Global
Takehiko Shinto
Representative Director, Executive Vice President,
Kao Customer Marketing Co., Ltd.
Jun Shida
Vice President, Development Research – Health Care/Household/Chemicals,
Global
Yasushi Wada
Vice President, Plant Management, Kawasaki Plant
Vice President, Beauty Care Supply Chain Management – Skin Care/Hair
Care, Global
Tomoharu Matsuda
President, Beauty Care Skin Care/Hair Care Business Unit, Global
Yoshihiro Hasebe
Vice President, Research and Development, Global
Vice President, Core Technology, Global
Kao Corporation Annual Report 2013 11
Kao at a Glance
Business Segment Sales
(Year ended December 31, 2013)
Chemical Business
Breakdown by Region
Consumer Products Business
Breakdown by Region
Japan
Asia
Americas
Europe
Eliminations
(Billions of yen)
223.3
125.6
86.8
39.9
62.3
(91.2)
Chemical Business
Meeting diverse needs of
global customers
Kao Chemicals offers a broad
variety of chemical products
globally, including oleo
chemicals manufactured from
natural fats and oils, surfactants,
toners and toner binders, and
fragrances and aroma
chemicals.
Japan
Asia
Americas
Europe
Eliminations
(Billions of yen)
1,091.9
866.4
116.4
68.9
72.1
(32.0)
Beauty Care Business
Responding to people's
desire to be beautiful
In order to allow all consumers to
achieve their own unique beauty
with leading technologies, Kao
Beauty Care offers products
including cosmetics, skin care
such as facial and body cleansers,
and hair care such as shampoos
and conditioners.
¥223.3
billion
17.0%
Consolidated
Net Sales
¥1,315.2
billion
¥570.3
billion
43.4%
¥311.0
billion
23.6%
¥210.6
billion
16.0%
Fabric and Home Care Business
Enabling cleaner and more
comfortable lives every day
Kao Fabric and Home Care offers fabric care
products such as laundry detergents and
fabric softener, as well as home care products
such as dishwashing detergents and kitchen
cleaners, that are designed for quality,
functionality and ease of use in order to help
consumers enjoy a clean and comfortable
lifestyle.
12 Kao Corporation Annual Report 2013
Human Health Care Business
Making every day of people's lives more
comfortable and healthier
Kao Human Health Care offers products that help
consumers to live healthy and comfortable lives, including
sanitary products with unique proprietary technologies,
functional health beverages with new performance values,
and other products such as toothpaste and bath additives.
(cid:116)(cid:1)(cid:1)(cid:39)(cid:74)(cid:72)(cid:86)(cid:83)(cid:70)(cid:84)(cid:1)(cid:74)(cid:79)(cid:1)(cid:85)(cid:73)(cid:70)(cid:1)(cid:72)(cid:83)(cid:66)(cid:81)(cid:73)(cid:1)(cid:83)(cid:70)(cid:81)(cid:83)(cid:70)(cid:84)(cid:70)(cid:79)(cid:85)(cid:1)(cid:79)(cid:70)(cid:85)(cid:1)(cid:84)(cid:66)(cid:77)(cid:70)(cid:84)(cid:1)(cid:85)(cid:80)(cid:1)(cid:80)(cid:86)(cid:85)(cid:84)(cid:74)(cid:69)(cid:70)(cid:1)(cid:68)(cid:86)(cid:84)(cid:85)(cid:80)(cid:78)(cid:70)(cid:83)(cid:84)(cid:1)(cid:80)(cid:79)(cid:77)(cid:90)(cid:15)
(cid:116)(cid:1)(cid:1)(cid:47)(cid:70)(cid:85)(cid:1)(cid:84)(cid:66)(cid:77)(cid:70)(cid:84)(cid:1)(cid:67)(cid:90)(cid:1)(cid:83)(cid:70)(cid:72)(cid:74)(cid:80)(cid:79)(cid:1)(cid:66)(cid:83)(cid:70)(cid:1)(cid:68)(cid:77)(cid:66)(cid:84)(cid:84)(cid:74)(cid:109)(cid:70)(cid:69)(cid:1)(cid:67)(cid:66)(cid:84)(cid:70)(cid:69)(cid:1)(cid:80)(cid:79)(cid:1)(cid:85)(cid:73)(cid:70)(cid:1)(cid:77)(cid:80)(cid:68)(cid:66)(cid:85)(cid:74)(cid:80)(cid:79)(cid:1)(cid:80)(cid:71)(cid:1)(cid:44)(cid:66)(cid:80)(cid:1)(cid:40)(cid:83)(cid:80)(cid:86)(cid:81)(cid:1)(cid:68)(cid:80)(cid:78)(cid:81)(cid:66)(cid:79)(cid:74)(cid:70)(cid:84)(cid:15)
(cid:116)(cid:1)(cid:38)(cid:77)(cid:74)(cid:78)(cid:74)(cid:79)(cid:66)(cid:85)(cid:74)(cid:80)(cid:79)(cid:84)(cid:1)(cid:83)(cid:70)(cid:81)(cid:83)(cid:70)(cid:84)(cid:70)(cid:79)(cid:85)(cid:1)(cid:74)(cid:79)(cid:85)(cid:70)(cid:83)(cid:83)(cid:70)(cid:72)(cid:74)(cid:80)(cid:79)(cid:1)(cid:84)(cid:66)(cid:77)(cid:70)(cid:84)(cid:15)
Net Sales
(Billions of yen)
537.9
570.3
444.4
Beauty Care
Business
Operating Income / EBITA*
Operating Income Ratio
(Year ended March 31, 2012,
period ended December 31, 2012
and year ended December 31, 2013)
(Billions of yen)
(%)
Operating Income (Left)
EBITA (Left)
Operating Income Ratio (Right)
4.9
54.0
4.2
48.9
45.9
40
2.9
20
15.4
21.8
23.9
*
EBITA (Earnings
before interest,
taxes and
amortization) is
operating income
before amortization
of goodwill and
other items related
to acquisitions.
800
600
400
200
0
100
0
200
100
0
400
300
200
100
0
Mar.
2012
Dec.
2012
Dec.
2013
Mar.
2012
Dec.
2012
Dec.
2013
(Billions of yen)
300
(Billions of yen)
200
181.8
152.0
210.6
Human Health
Care Business
Operating Income (Left)
Operating Income Ratio (Right)
16.9
14.6
11.5
8.0
7.6
8.0
Mar.
2012
Dec.
2012
Dec.
2013
Mar.
2012
Dec.
2012
Dec.
2013
(Billions of yen)
400
(Billions of yen)
300
285.6
60
55.5
311.0
236.7
Operating Income (Left)
Operating Income Ratio (Right)
62.2
51.4
21.7
19.4
20.0
20
Fabric and
Home Care
Business
Mar.
2012
Dec.
2012
Dec.
2013
Mar.
2012
Dec.
2012
Dec.
2013
(Billions of yen)
(Billions of yen)
Chemical
Business
247.6
261.2
208.1
Operating Income (Left)
Operating Income Ratio (Right)
23.0
9.3
16.8
21.5
8.1
8.2
Mar.
2012
Dec.
2012
Dec.
2013
Note: Net sales include intersegment sales.
Mar.
2012
Dec.
2012
Dec.
2013
7
6
5
4
3
2
1
0
(%)
25
20
15
10
5
0
(%)
40
30
10
0
(%)
20
15
10
5
0
80
60
0
25
20
15
10
5
0
80
40
20
0
40
30
20
10
0
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Business Segment Sales
(Year ended December 31, 2013)
Net Sales
(Billions of yen)
800
Chemical Business
Breakdown by Region
Consumer Products Business
Breakdown by Region
Japan
Asia
Americas
Europe
Eliminations
(Billions of yen)
223.3
125.6
86.8
39.9
62.3
(91.2)
Japan
Asia
Americas
Europe
Eliminations
(Billions of yen)
1,091.9
866.4
116.4
68.9
72.1
(32.0)
¥223.3
billion
17.0%
Consolidated
Net Sales
¥1,315.2
billion
¥570.3
billion
43.4%
¥311.0
billion
23.6%
¥210.6
billion
16.0%
Beauty Care
Business
Human Health
Care Business
Fabric and
Home Care
Business
Chemical
Business
Operating Income / EBITA*
Operating Income Ratio
(Year ended March 31, 2012,
period ended December 31, 2012
and year ended December 31, 2013)
(Billions of yen)
80
Operating Income (Left)
EBITA (Left)
Operating Income Ratio (Right)
600
400
200
0
537.9
444.4
570.3
60
4.9
48.9
45.9
54.0
4.2
40
2.9
20
15.4
21.8
23.9
Mar.
2012
Dec.
2012
Dec.
2013
0
Mar.
2012
Dec.
2012
Dec.
2013
(Billions of yen)
300
(Billions of yen)
25
Operating Income (Left)
Operating Income Ratio (Right)
200
181.8
152.0
210.6
100
0
Mar.
2012
Dec.
2012
Dec.
2013
20
15
10
5
0
16.9
14.6
11.5
8.0
7.6
8.0
Mar.
2012
Dec.
2012
Dec.
2013
(Billions of yen)
400
(Billions of yen)
80
Operating Income (Left)
311.0
Operating Income Ratio (Right)
62.2
300
285.6
60
55.5
236.7
*
EBITA (Earnings
before interest,
taxes and
amortization) is
operating income
before amortization
of goodwill and
other items related
to acquisitions.
(%)
7
6
5
4
3
2
1
0
(%)
25
20
15
10
5
0
(%)
40
30
51.4
21.7
19.4
20.0
20
200
100
0
Mar.
2012
Dec.
2012
Dec.
2013
40
20
0
Mar.
2012
Dec.
2012
Dec.
2013
10
0
(%)
20
15
10
5
0
(Billions of yen)
400
(Billions of yen)
40
Operating Income (Left)
Operating Income Ratio (Right)
247.6
261.2
208.1
300
200
100
0
Mar.
2012
Dec.
2012
Note: Net sales include intersegment sales.
Dec.
2013
30
20
10
0
23.0
9.3
16.8
21.5
8.1
8.2
Mar.
2012
Dec.
2012
Dec.
2013
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Kao Corporation Annual Report 2013 13
Beauty Care BusinessFabric and Home Care BusinessHuman Health Care BusinessChemical BusinessRepresentative ProductsMid-Term StrategiesChemical BusinessConsumer Products Business(cid:116) Accelerate growth through integrated global business operations.(cid:116) Attain profitable growth utilizing value- added technologies in targeted market segments.(cid:116) Aim for top-line growth in the mass market through differentiation in quality and cost.(cid:116) Promote expansion of sanitary products in Asia based on recognition of Japanese quality.(cid:116) In Japan, work to add value to existing products in response to market changes and create new product categories.(cid:116) In Japan, propose a new way to do laundry for busy people with an ultra-concentrated liquid detergent that achieves amazing whiteness even with a reduced-time washing function.(cid:116) In China and other Asian countries where the liquid laundry detergent market is expanding, launch, nurture and strengthen new products with Kao’s unique technology to meet local needs and surpass market growth.(cid:116) Develop and strengthen eco-friendly materials and products that will contribute to sustainability.(cid:116) Enhance information-related products to complement the evolving IT industry.14 Kao Corporation Annual Report 2013 Management FoundationThe Kao Group is working to enhance the management foundation that supports its business activities to become a company with a global presence that achieves both profitable growth and sustained contributions to society.Research and Development 16 Kao Sustainability Statement 18Corporate Governance 20Compliance and Risk Management 22Kao Corporation Annual Report 2013 15 Research and DevelopmentConsumer ResearchProduct Design forValue CreationApplication Research forProduct DevelopmentFUNDAMENTAL RESEARCHMaterial SciencePolymer ScienceFats andOils ScienceSurface ScienceBiological ScienceAromaChemicalsSpecialtyChemicalsBiologicallyActive MaterialsFunctional PolymersFat and Oil DerivativesMaterial for HealthyFunctional FoodsEnzymesBiomimetic MaterialsSurfactantsFunctionalInorganic MaterialsEnvironmentallyConscious MaterialsPRODUCT DEVELOPMENT RESEARCHResearch and Development StrategyKao’s mission is to strive for the wholehearted satisfaction and enrichment of the lives of people globally and to contribute to the sustainability of the world, with products and brands of excellent value that are created from the consumer’s and customer’s perspective. Based on this mission, Kao’s research and development division combines original ideas with an understanding of the various cultures and needs of consumers in diverse countries and regions to develop innovative products and technologies that create new value and new markets. Approximately 2,800 Kao Group personnel conduct research and development, and R&D expenditures for the entire Kao Group in the fiscal year ended December 31, 2013 were ¥49.7 billion, equivalent to 3.8% of net sales.In recent years, numerous epidemiological studies covering tens of thousands of subjects have reported the efficacy of coffee against diseases such as diabetes and arteriosclerotic disease. This led Kao to focus on the polyphenol “chlorogenic acids” in coffee beans and to start work on verifying their health benefits. Mitochondria are energy-producing structures in liver and muscle cells and are closely related to fat utilization in the body. Enzymes in mitochondria burn fats and convert them to energy. Kao found that coffee chlorogenic acid stimulates uptake of fats into mitochondria and enhances their ability to burn fats, thus reducing body fat. The fat-burning effects were observed not only in dietary fat from meals, but also in accumulated body fat. Japan’s Consumer Affairs Agency confirmed the positive effects on body fat from the underlying mechanism of fat utilization by chlorogenic acids, and approved their labeling as a Food for Specified Health Uses suitable for people who are concerned about body fat. After intensive research, Kao launched Healthya Coffee in 2013 as a method of promoting body fat utilization that offers both health benefits and great taste. Topics The Function of Coffee Chlorogenic Acid in Body Fat UtilizationCreating Innovative Products through the Integration of Science and TechnologyCoffee chlorogenic acid enhances fat utilization in mitochondriafatenzyme16 Kao Corporation Annual Report 2013 Management Foundation
Main R&D Results by Business Segment
Consumer Products Business
● Beauty Care Business
Kao conducts research for a deep understanding of the true nature of the skin and hair of people around the world
and develops materials and formulations that give rise to new functions. By doing so, we aim to help consumers
achieve healthy, beautiful skin and hair and to offer beauty proposals tailored to diverse lifestyles.
To strengthen the cosmetics business and fully guarantee safety and reliability, we integrated the safety and
analytical research functions of Kao and Kanebo Cosmetics in September 2013 to thoroughly inculcate Yoki-
Monozukuri.
In hair care, we launched Segreta volumizing shampoo, which expertly combines ingredients with a styling effect
in a product that volumizes thin hair without requiring a conditioner in Japan.
R&D expenditures in this business totaled ¥20.0 billion.
● Human Health Care Business
Kao researches the body, both physically and mentally, to improve the quality of life by making the most of
people’s natural vitality.
In food and beverages, as the result of years of research into polyphenols, we launched Healthya Coffee. This
coffee drink, which contains a high level of polyphenol “chlorogenic acids,” is the first to be approved as a Food for
Specified Health Uses due to its effect of promoting body fat utilization. The product proposes a new style of health
care to control body fat through everyday coffee consumption.
R&D expenditures in this business totaled ¥11.6 billion.
● Fabric and Home Care Business
Kao’s research and development spans a wide range of fields from household products that meet diverse needs to
products for professional use where a high level of cleanliness and hygiene is required. In fabric care, we launched
Ultra Attack Neo ultra-concentrated liquid laundry detergent. The product uses “ultra anions,” a next-generation
cleaning ingredient developed over years of surfactant research, to offer full cleaning power even when used in
machines with a reduced-time washing function.
R&D expenditures in this business totaled ¥7.4 billion.
Chemical Business
In this business, Kao’s research and development strives for more substantive R&D results in areas including oils and
fats, surfactants and polymers to produce chemical products distinguished by their ability to meet diverse needs in a
wide range of industries.
In oleo chemicals, we are developing catalysts and process technology for fatty alcohols and tertiary amines.
In performance chemicals, we are developing value-added products with a reduced environmental burden. We are
also working in areas such as the development of a molding agent that helps to reduce waste and energy
consumption.
In specialty chemicals, development efforts include raising the ratio of bio-ingredients in our toner binder.
R&D expenditures in this business totaled ¥10.7 billion.
Kao Corporation Annual Report 2013 17
Kao Sustainability StatementFormulation and BackgroundBased on its corporate philosophy, the Kao Way, the Kao Group contributes to realizing a sustainable society by working to find solutions to social issues through Yoki-Monozukuri tailored to the needs of the times and the community. On July 1, 2013, we announced the Kao Sustainability Statement to share with stakeholders Three Key Areas and Target FieldsTo grow its business responsibly and sustainably, the Kao Group will focus its efforts on the three key areas of Conservation, Community and Culture. These were chosen for their compatibility with the mid-term plan and the Kao Group’s corporate resources as well as their importance for resolving social issues.inside and outside the Kao Group our policy for achieving both corporate growth and a sustainable society as our business expands globally. With this statement as our point of reference, the Kao Group proactively seeks the trust and support of its stakeholders, aiming to enhance its contributions to a sustainable society.ConservationCommunity CultureFieldsReducing environmental impacts of our business activitiesEngaging with communities through businessIntegrityEnvironmental activities in partnership with stakeholdersEngaging with local communities through partnershipsDiversity and InclusionDay-to-day Work / Basic ActivitiesCommunityCultureConservationThree Key AreasKao Sustainability Statement18 Kao Corporation Annual Report 2013 Main Activities in the Three Key AreasConservationSaving Energy with Low-Temperature Fusing Toner BinderKao is improving the environmental efficiency of its chemical products, helping customers conserve energy and reduce CO2 emissions simply by using these products. One example is the low-temperature fusing toner binder used in photocopiers and printers. Approximately 70 percent of the energy expended by photocopiers and printers occurs during heat treatment fusing toner to paper. Kao developed a toner binder accomplishing the same task at a lower temperature, greatly cutting power consumption for customers during product use.CommunityBetter Lives with the Habit of Hand WashingKao Commercial (Thailand) Co., Ltd. is working to reduce the risk of infectious diseases in tropical areas. After the major floods in Bangkok in 2011, the company distributed Bioré Foaming Hand Wash to children in kindergartens and elementary schools to help them understand the importance of washing their hands. These and similar activities helped to raise awareness that using cleansers leads to a better life. In 2013, the company used “edutainment”* to teach an effective hand-washing method at a total of ten schools. Children passed on what they learned to their families, spreading the habit of hand washing. In this way the company contributes to improving hygiene.* Education through entertainmentCultureCelebrating Women’s RadianceHarvesting and processing of the shea nut, which is the main ingredient in Jergens Shea Butter from Kao USA Inc., is done completely by women in West Africa. The income they earn empowers them to make financial decisions to support their families. By procuring the shea nut from various locations, Kao helps to uplift these women’s lives as it strives for sustainable sourcing practices. In addition, Kao donates to the Global Shea Alliance, an organization committed to the education and empowerment of the more than 16 million women who collect and process the shea nut across Africa.Management FoundationToner fuses topaper uponapplication of heatPreviouslyHeating rollLow-temperaturefusing toner binderTeaching children in Thailand how to wash hands effectivelyAfrican women harvesting shea (above) and Jergens products in limited edition packaging (left)Kao Corporation Annual Report 2013 19 Corporate Governance
Basic Position on Corporate Governance
and Current Structure
and implements appropriate measures while integrating
social trends and responding to the requests of
The Company’s basic position on corporate governance is
shareholders and all other stakeholders. In line with this
to establish and operate a management system and an
basic position, the Company has introduced an Executive
internal control system that can realize speedy, highly
Offi cer system as a structure to promote the separation
effi cient, sound and transparent management with the
of supervision and execution within the governance
aim of continuously enhancing corporate value. The
framework of a Board of Directors, half of which is
Company considers corporate governance to be one of
composed of Outside Directors, and an Audit &
its most important management issues. The Company
Supervisory Board, more than half of which is composed
conducts annual reviews of these management issues
of Outside Audit & Supervisory Board Members.
Members Attending Board
of Directors Meetings***
Executive Offi cers
Directors
Audit & Supervisory Board Members
As of March 28, 2014
Inside
Outside**
3
2
26*
3
3
—
Term
1 year
4 years
1 year
Includes the three Directors from inside the Company listed above.
*
** The Company has submitted fi ve of the six Outside Directors/Audit & Supervisory Board Members to the Tokyo Stock Exchange, Inc. as Independent
Directors/Audit & Supervisory Board Members who maintain their neutrality independent from management.
*** The position of chairman of the Board of Directors is held by an Independent Outside Director.
Corporate Governance Structure
Shareholders Meeting
Monitoring
Audit &
Supervisory
Board
Audit
Board of Directors
Chairman: Independent Outside Director
Board of Directors consists of
the same numbers of Inside Directors
and Outside Directors
Committee for the Examination of the
Nominees for the Members of the Board
of Directors and Executive Officers
Compensation Advisory Committee
Audit
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Audit
Audit
Investigation
(Attendance)
Supervision
〔
All the Outside Directors and Outside Audit & Supervisory
Board Members are members of both committees
〕
Management Committee
Sustainability Committee
Eco-Strategy Committee
Corporate
Audit Services
Internal Audit
Audit
Internal Control Committee
Disclosure Committee
Compliance Committee
Information Security Committee
Risk Management Committee
Committee for Responsible Care Promotion
Quality Assurance Committee
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Executing Divisions
Executive Officer Responsible for each Division
● Business Divisions (each Business Unit etc.)
● Functional Divisions (Research & Development, Production &
Engineering, each Corporate Functional Division)
Conference by Audit & Supervisory
Board Members of
Domestic Group Companies
(Attendance)
Subsidiaries/Affiliates
Audit
Audit & Supervisory
Board Members
Accounting Auditors
Certifed Public Accountants
Audit
Note: Our policy is to ask lawyers and other experts, as necessary, when making business decisions concerning business management and daily operations.
20 Kao Corporation Annual Report 2013
Management Foundation
Message from the New Chairman of the Board of Directors,
Independent Outside Director Sonosuke Kadonaga
At Kao, I believe Board meetings have been managed well, maintaining
transparency and making good corporate governance possible. The Board has
been composed of seven Inside Directors, three Outside Directors, including
myself, and five Audit and Supervisory Board Members, including three from
outside. The chairman has been the former President and CEO, serving as a
Director but not concurrently as an Executive Officer.
As a result of the most recent change in the composition of the Board, the
number of Inside and Outside Directors has become equal. I think this change
will lead to even better corporate governance because it helps to provide more
objective views in making decisions. I, as an Outside Director, will chair the
discussions.
As I am not involved in day-to-day execution, I plan to attend key internal
Sonosuke Kadonaga
Chairman of the Board of Directors
Independent Outside Director
meetings as an observer to deepen my understanding of the issues before chairing discussions at the Board meetings.
I will effectively lead the discussions at Board meetings, maintaining objectivity and keeping in mind the Kao Way, which
I value above all.
Organizations Supporting the Corporate
Governance Structure
examination and evaluation are reported at a meeting of
the Board of Directors.
As organizations supporting its corporate governance
The Committee for the Examination of the Nominees
structure, the Company has established the Advisory
for the Members of the Board of Directors and Executive
Committee for Member of the Board of Directors and
Officers consists exclusively of all Outside Directors and
Executive Officer Compensation, the Committee for the
all Outside Audit & Supervisory Board Members. This
Examination of the Nominees for the Members of the
committee examines potential candidates for Members
Board of Directors and Executive Officers, and the Audit
of the Board of Directors and Executive Officers and the
& Supervisory Board, which fulfill functions similar to the
management and execution structure, including the
compensation committee, nominating committee and
presidency and other positions, and proposes candidates
audit committee of a “company with committees.”
at a meeting of the Board of Directors.
The Advisory Committee for Member of the Board of
The Audit & Supervisory Board is an organization
Directors and Executive Officer Compensation consists
recognized by the Corporation Law of Japan. It audits the
of the chairman of the Board of Directors, all
execution by Directors and the structure for supervision
Representative Directors, all Outside Directors and all
of this execution, and consists of five members, three of
Outside Audit & Supervisory Board Members. This
whom are Outside Audit & Supervisory Board Members
committee meets at least once a year during the
who ensure independence from management. The Audit
remuneration revision period to examine and evaluate the
& Supervisory Board Members attend meetings of the
appropriateness of the remuneration system and the
Board of Directors and other important meetings with
level of remuneration for the members of the Board of
the authority to enjoin illegal practices by Directors.
Directors and Executive Officers. The results of the
Kao Corporation Annual Report 2013 21
annually re-examines the contents of the BCG, which sets forth the Company’s stance regarding interactions with government officials, corporate entertaining and gift-giving, political donations, and other compliance-related policies. The most recent revision of the BCG was made in July 2013. The revision made clear Kao’s strong stance on preventing bribery. In addition to specifying that employees shall not offer or accept bribes, regardless of whether the person accepting the bribe is a government official, a private company or an individual, the revision also prohibits “facilitation payments,” which are small payments to government officials to speed up routine non-discretionary government actions. Based on the above revision, the Compliance Committee created a global template for preparing Anti-Bribery Guidelines at each Kao Group company. The template features a strong anti-bribery stance, which will be common to all Anti-Bribery Guidelines, and entertainment rules and operating procedures, which can be modified to fit the circumstances of each Kao Group company.Policy Kao upholds the principle of “Integrity,” passed down from the Company’s founder, as one of the “Values” of its corporate philosophy, the “Kao Way.” “Integrity” means to behave lawfully and ethically, and to conduct fair and honest business activities. To implement “Integrity” in daily operations, Kao has set three targets for spreading and establishing compliance on a global level: (1) enactment and review of the Kao Business Conduct Guidelines (BCG) and compliance-related policies; (2) maintenance and operation of compliance hotlines for early detection and resolution of possible legal or ethical violations and other issues; and (3) implementation of educational activities to promote each employee’s understanding of the BCG.Revision of the BCGSociety’s expectations of a company’s role evolve in line with society’s changing views on sustainability. In response to these changes, Kao’s Compliance Committee Complianceexamined risks that could have a serious negative impact on Yoki-Monozukuri and the business continuity of the Kao Group. In addition, we evaluated our measures to date and worked to reduce the negative impact from risks by addressing issues that became apparent. Moreover, as our business becomes more global, events that necessitate an immediate response are complex and wide-ranging, and precise handling is required. Consequently, we upgraded and enhanced our system to deal with emergencies globally.In order to practice Yoki-Monozukuri as stated in the Kao Way, we should visualize the various risks pertaining to business activities and implement measures to minimize their frequency and influence. Meanwhile, we must be prepared at all times to minimize damage and loss in the event that such risk becomes a reality. Kao conducts risk management activities with this in mind, administering measures according to its understanding and prioritization of each risk. During the fiscal year ended December 31, 2013, we Risk ManagementCompliance and Risk Management22 Kao Corporation Annual Report 2013 Financial Section11-Year Summary 24 Management Discussion and Analysis 26Consolidated Financial Statements 36Notes to Consolidated Financial Statements 42Independent Auditor’s Report 65Kao Corporation Annual Report 2013 23 Kao Corporation and Consolidated Subsidiaries Millions of yen Dec. Dec. 2012 Dec. Mar. 2013 (Restated) 2012 2012 For the year: Net sales ............................................................................... Business Segments Beauty Care Business .................................................... Human Health Care Business ......................................... Fabric and Home Care Business ..................................... Consumer Products Business ..................................... Chemical Business ......................................................... Eliminations .................................................................... Former Segments Consumer Products ........................................................ Prestige Cosmetics ........................................................ Chemical Products ......................................................... Eliminations .................................................................... Geographic Area Japan ............................................................................. Asia ................................................................................ Asia and Oceania ............................................................ Americas ........................................................................ North America ................................................................ Europe ........................................................................... Eliminations .................................................................... Operating income ................................................................. Net income ........................................................................... Capital expenditures ............................................................. Depreciation and amortization ............................................... Cash flows ............................................................................ Research and development expenditures.............................. (% of sales) ........................................................................... Advertising expenditures ...................................................... (% of sales) ...........................................................................At year end: Total assets .......................................................................... Net worth ............................................................................. Number of employees........................................................... Yen Per share: Net income ........................................................................... Cash dividends ...................................................................... Net worth ............................................................................. Weighted average number of shares outstanding during the period (in thousands) ........................ % Key financial ratios: Return on sales ..................................................................... Return on equity ................................................................... Net worth ratio ...................................................................... ¥1,216,096 537,938 181,758 285,645 1,005,341 247,635 (36,880) — — — — 925,339 — 173,588 — 85,397 117,005 (85,233) 108,590 52,435 47,178 79,798 101,960 48,171 4.0% 82,209 6.8% 991,272 538,030 34,069 ¥ 100.46 60.00 1,031.08 521,936 4.3% 9.8 54.3 ¥1,220,359 537,814 189,614 291,988 1,019,416 236,473 (35,530) — — — — 933,767 160,005 — 89,998 — 110,519 (73,930) 111,791 53,107 — — — — — — — — — — ¥101.77 — — — 4.4% 9.5 — ¥1,315,217 570,268 210,628 311,023 1,091,919 261,192 (37,894) — — — — 959,405 199,655 — 108,599 — 134,168 (86,610) 124,656 64,764 63,687 77,297 109,497 49,650 3.8% 86,406 6.6% 1,133,276 628,709 33,054 ¥ 126.03 64.00 1,227.54 513,880 4.9% 10.7 55.5 ¥1,012,595 444,425 151,977 236,748 833,150 208,071 (28,626) — — — — 720,789 159,857 — 89,998 — 110,519 (68,568) 101,567 52,765 41,929 59,788 80,200 37,493 3.7% 67,045 6.6% 1,030,347 582,699 33,350 ¥ 101.12 62.00 1,116.61 521,824 5.2% 9.4 56.6 Notes: 1. Due to a change in the fiscal year end, the term of consolidation for the fiscal period ended December 31, 2012 consists of the nine months from April to December for Kao Corporation and its subsidiaries whose fiscal year end was previously March 31 and the twelve months from January to December for subsidiaries whose fiscal year end was December 31. 2. December 2012 (restated) represents figures for the year from January 1 to December 31, 2012, for Kao Group companies whose fiscal year end was previously March 31. 3. Australia and New Zealand, which had been included in Asia and Oceania until the fiscal year ended March 31, 2012, have been reclassified under Americas from the fiscal period ended December 31, 2012. 4. Kao reorganized its operations effective April 2007 by integrating the former consumer products business and prestige cosmetics business into the Consumer Products Business, which is divided into three businesses (the Beauty Care Business, the Human Health Care Business and the Fabric and Home Care Business). Together with the Chemical Business, Kao’s business operations now consist of four segments. Figures for March 2007 have been restated to reflect the change. 5. Net sales by segment include intersegment sales. Under the former segments, net sales of Chemical Products include intersegment sales to Consumer Products and Prestige Cosmetics. Under the current segments, net sales of the Chemical Business include intersegment sales to the Beauty Care Business, the Human Health Care Business and the Fabric and Home Care Business.11-Year SummaryYears ended December 31, 2013 and 2012, period ended December 31, 2012, and years ended March 31, 2012 to 2004.24 Kao Corporation Annual Report 2013 Kao Corporation and Consolidated Subsidiaries
For the year:
Business Segments
Net sales ...............................................................................
Beauty Care Business ....................................................
Human Health Care Business .........................................
Fabric and Home Care Business .....................................
Consumer Products Business .....................................
Chemical Business .........................................................
Eliminations ....................................................................
Former Segments
Consumer Products ........................................................
Prestige Cosmetics ........................................................
Chemical Products .........................................................
Eliminations ....................................................................
Geographic Area
Japan .............................................................................
Asia ................................................................................
Asia and Oceania ............................................................
Americas ........................................................................
North America ................................................................
Europe ...........................................................................
Eliminations ....................................................................
Operating income .................................................................
Net income ...........................................................................
Capital expenditures .............................................................
Depreciation and amortization ...............................................
Cash flows ............................................................................
Research and development expenditures..............................
(% of sales) ...........................................................................
Advertising expenditures ......................................................
(% of sales) ...........................................................................
At year end:
Total assets ..........................................................................
Net worth .............................................................................
Number of employees...........................................................
Per share:
Net income ...........................................................................
Cash dividends ......................................................................
Net worth .............................................................................
Weighted average number of shares
outstanding during the period (in thousands) ........................
Key financial ratios:
Return on sales .....................................................................
Return on equity ...................................................................
Net worth ratio ......................................................................
Yen
%
Millions of yen
Dec.
2013
Dec. 2012
(Restated)
Dec.
2012
Mar.
2012
Mar.
2011
Mar.
2010
Mar.
2009
Mar.
2008
Mar.
2007
Mar.
2006
Mar.
2005
Mar.
2004
Millions of yen
¥1,186,831
¥1,184,385
¥1,276,316
¥1,318,514
¥1,231,808
¥ 971,230
¥936,851
¥902,628
533,514
175,761
279,008
988,283
231,997
(33,449)
547,944
183,151
276,918
1,008,013
207,834
(31,462)
588,330
191,319
274,202
1,053,851
262,058
(39,593)
627,914
191,300
274,657
1,093,871
258,674
(34,031)
584,284
183,608
269,519
1,037,411
223,609
(29,212)
—
—
—
—
912,443
—
152,361
—
80,328
112,123
(70,424)
104,591
46,738
49,101
81,380
97,028
45,516
3.8%
81,082
6.8%
—
—
—
—
918,499
—
131,699
—
79,200
111,158
(56,171)
94,034
40,507
44,868
84,778
95,269
44,911
3.8%
86,359
7.3%
—
—
—
—
953,369
—
161,927
—
98,999
140,623
(78,602)
96,800
64,463
44,624
87,463
122,441
46,126
3.6%
90,258
7.1%
—
—
—
—
968,594
—
158,295
—
111,017
154,648
(74,040)
116,253
66,562
49,045
93,444
131,114
45,070
3.4%
99,176
7.5%
744,748
292,663
223,609
(29,212)
924,196
—
125,989
—
106,731
135,918
(61,026)
120,858
70,528
70,143
92,171
134,906
44,389
3.6%
96,892
7.9%
—
—
—
—
—
—
704,034
85,247
208,890
(26,941)
708,056
—
110,898
—
95,168
109,486
(52,378)
120,135
71,140
203,595
60,758
107,943
40,262
4.1%
83,770
8.6%
1,022,799
528,895
1,065,751
565,133
1,119,676
545,230
1,232,601
574,038
1,247,797
564,532
1,220,564
509,676
34,743
34,913
33,745
32,900
32,175
29,908
Yen
—
—
—
—
—
—
690,007
78,294
196,989
(28,439)
703,085
—
100,282
—
83,638
93,804
(43,958)
121,379
72,180
54,318
56,794
109,704
39,764
4.2%
84,157
9.0%
688,974
448,249
19,143
—
—
—
—
—
—
670,438
77,648
181,621
(27,079)
673,657
—
101,452
—
79,907
84,899
(37,287)
119,706
65,359
51,823
58,166
106,430
38,506
4.3%
82,773
9.2%
723,891
427,757
19,330
¥ 87.69
58.00
1,013.05
¥ 75.57
57.00
1,054.31
¥ 120.25
56.00
1,017.19
¥ 122.53
54.00
1,070.67
¥ 129.41
52.00
1,035.66
¥130.58
50.00
935.11
¥131.16
38.00
821.47
¥119.06
32.00
782.14
532,980
536,009
536,085
543,228
544,996
544,127
549,626
547,865
3.9%
8.5
51.7
3.4%
7.3
53.0
5.1%
11.5
48.7
%
5.0%
11.7
46.6
5.7%
13.1
45.2
7.3%
14.9
41.8
7.7%
16.5
65.1
7.2%
15.5
59.1
6. Kanebo Cosmetics Inc. and its consolidated subsidiaries are included in the consolidated statements of income from the year ended March 31, 2007, and
in the consolidated balance sheets as of March 31, 2006. The results of Kanebo Cosmetics Inc., which had a fiscal year ended December 31, are included
for the eleven months starting in February 2006, after the company was added to the Kao Group.
7. Net sales by geographic area including interregion sales are classified based on the location of Kao Group companies.
8. Cash flows are defined as net income plus depreciation and amortization minus cash dividends.
9. Net income per share is computed based on the weighted average number of shares outstanding during the respective years. The portion of net income
unavailable to common shareholders, such as preferred dividends, which should be included in the appropriation of retained earnings, is deducted from net
income for the calculation of net income per share. The same method is applied to the calculation of net worth per share.
10. Cash dividends per share are the amounts applicable to the respective years, including dividends to be paid after the end of the year.
11. Net worth is equity, excluding minority interests and stock acquisition rights.
12. In calculating return on equity, equity excludes minority interests and stock acquisition rights.
Kao Corporation Annual Report 2013 25
Management Discussion and Analysis
Change in Fiscal Year
launch and nurture products with high added value in
response to changes in consumer needs based on its concept
Due to a change in the fiscal year end, the term of consolidation
of Yoki-Monozukuri,* which emphasizes research and
for the fiscal period ended December 31, 2012 consisted of
development geared to customers and consumers. The Kao
the nine months from April to December for Kao Corporation
Group also promoted cost reduction activities.
(the “Company”) and its subsidiaries whose fiscal year end
Kanebo Cosmetics Inc., Lissage Ltd. and e’quipe, Ltd. of
was previously March 31 and the twelve months from January
the Kao Group announced a voluntary recall on July 4, 2013
to December for subsidiaries whose fiscal year end was
due to the confirmation of cases of white blotches appearing
December 31. Accordingly, for ease of comparison with the
on the skin of consumers who have used brightening products
fiscal year ended December 31, 2013 (January 1 to December
containing the ingredient Rhododenol that are manufactured
31, 2013), figures for the previous fiscal period are presented
and sold by the three companies because of the possibility of
for the equivalent period (January 1 to December 31, 2012) as
a connection between the symptoms and the products. In
“restated fiscal 2012.”
addition to conducting a thorough recall of the relevant
products, the companies are working to gain an understanding
Overview of Consolidated Results
of the conditions of people who are experiencing symptoms
and to support their recovery. Moreover, the Kao Group is
During the fiscal year ended December 31, 2013, a weak
working to prevent a recurrence. A total of ¥12.1 billion
recovery of the overall global economy continued. As the
(US$114.4 million) related to the voluntary recall consisted of
tempo of economic expansion moderated in emerging
a decrease of ¥2.4 billion (US$22.8 million) in gross profit due
nations, the United States showed a recovery trend and signs
to factors including the deduction from net sales of goods
of an upturn became evident in Europe, although weakness
returned from retailers and ¥9.7 billion (US$91.6 million) in
persisted. The Japanese economy gradually recovered as
expenditures, including an estimated portion recorded as loss
personal consumption picked up due to a sense of
related to cosmetics, under other expenses.
expectation regarding government economic measures. The
Net sales increased 7.8 percent compared with restated
household and personal care products market in Japan, a key
fiscal 2012 to ¥1,315.2 billion (US$12,479.5 million).
market for the Kao Group, grew by 2 percent on a value basis
Operating income increased ¥12.9 billion compared with
compared with the period from January to December 2012,
restated fiscal 2012 to ¥124.7 billion (US$1,182.8 million) and
and a sense emerged that the decline in consumer purchase
net income increased ¥11.7 billion compared with restated
prices had bottomed out. The cosmetics market in Japan
fiscal 2012 to ¥64.8 billion (US$614.5 million).
declined.
Under these circumstances, the Kao Group worked to
* The Kao Group defines Yoki-Monozukuri as a strong commitment by all
members to provide products and brands of excellent value for consumer
satisfaction. In Japanese, Yoki literally means “good/excellent,” and
Monozukuri means “development/manufacturing of products.”
Net Sales / Gross Profit Ratio
Net Sales / Gross Profit Ratio
Net Sales (Left)
Net Sales (Left)
Gross Profit Ratio (Right)
Gross Profit Ratio (Right)
Operating Income /
Operating Income /
Operating Income Ratio
Operating Income Ratio
Operating Income (Left)
Operating Income Ratio (Right)
Operating Income (Left)
Operating Income Ratio (Right)
Net Income / Return on Sales
Net Income / Return on Sales
Net Income (Left)
Net Income (Left)
Net Income per Share
Net Income per Share
Return on Sales (Right)
Return on Sales (Right)
(Years ended March 31, 2010 to 2012, period ended December 31, 2012 and years ended December 31, 2012 and 2013)
(Billions of yen)
(Billions of yen)
80
80
(%)
15
(%)
15
(Yen)
(Yen)
150
150
64.8
64.8
126.03
126.03
52.4
52.4
52.8
52.8
53.1
53.1
10
10
100
100
100.46
100.46
101.12
101.12
101.77
101.77
87.69
87.69
75.57
75.57
5.2
4.3
5.2
4.4
4.9
4.4
4.9
5
50
50
46.7
46.7
40.5
40
40.5
3.9
3.4
4.3
3.9
60
60
40
20
0
3.4
20
0
Mar.
2010
5
0
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
(Restated)
(Restated)
(Billions of yen)
(Billions of yen)
1,500
1,500
1,184.4
1,184.4
1,186.8
1,216.1
1,186.8
1,216.1
1,220.4
1,220.4
1,315.2
(%)
100
1,315.2
(%)
100
80
80
1,000
1,000
58.4
58.4
58.0
58.0
56.8
1,012.6
1,012.6
56.8
56.3
56.3
56.5
56.5
60
60
500
500
40
40
20
20
0
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
0
0
Dec.
2013
Note: The gross profit ratio has not been disclosed for the year ended
Note: The gross profit ratio has not been disclosed for the year ended
December 31, 2012.
December 31, 2012.
26 Kao Corporation Annual Report 2013
(Billions of yen)
150
(Billions of yen)
150
104.6
108.6
104.6
100
100
94.0
94.0
124.7
108.6
101.6
111.8
111.8
101.6
(%)
20
124.7
15
(%)
20
15
50
0
7.9
50
0
Mar.
2010
8.9
8.8
10.0
8.9
10.0
9.2
9.2
9.5
9.5
10
10
8.8
7.9
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
5
0
5
0
Dec.
2013
Consumer Products Business
Consumer Products Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
1,200
1,200
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
Beauty Care Business
Beauty Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
150
150
750
750
1,000
1,008.0
1,000
1,008.0
988.3
1,005.3
988.3
1,005.3
1,091.9
1,091.9
1,019.4
1,019.4
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
50
50
833.2
833.2
93.4
93.4
103.0
103.0
100
100
500
500
74.4
80.5
74.4
85.6
80.5
85.6
84.7
84.7
547.9
547.9
533.5
533.5
537.9
537.9
537.8
570.3
537.8
570.3
40
40
444.4
444.4
21.8
21.8
20.1
20.1
30
30
23.9
23.9
20
20
50
50
250
250
15.4
15.4
4.7
5.5
4.7
5.5
800
800
600
600
400
400
200
200
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
Dec.
2013
0
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
10
10
0
0
Dec.
2013
Human Health Care Business
Human Health Care Business
Fabric and Home Care Business
Fabric and Home Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
Net Sales /
Net Sales /
Operating Income
Operating Income
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
Chemical Business
Chemical Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
250
250
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
25
25
350
350
80
80
300
300
300
300
276.9
276.9
279.0
285.6
279.0
285.6
60.7
60.7
59.7
59.7
311.0
311.0
292.0
292.0
59.6
62.2
59.6
62.2
60
60
55.5
55.5
236.7
236.7
51.4
51.4
200
200
183.2
183.2
175.8
181.8
175.8
181.8
150
150
15.3
15.3
14.6
152.0
14.6
152.0
210.6
210.6
189.6
189.6
20
20
16.9
16.9
13.6
13.6
15
15
11.5
11.5
100
100
9.0
9.0
50
50
10
10
5
0
5
0
250
250
200
200
150
150
100
100
50
0
50
0
Mar.
2010
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
40
40
261.2
261.2
247.6
247.6
232.0
232.0
236.5
236.5
208.1
208.1
30
30
207.8
207.8
200
200
24.1
24.1
23.0
23.0
19.7
19.7
16.8
18.1
16.8
21.5
21.5
18.1
20
20
40
40
20
20
100
100
10
10
0
0
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Dec.
2013
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
0
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Note: Net sales include intersegment sales.
Note: Net sales include intersegment sales.
Total Assets / Net Worth*
Total Assets / Net Worth*
Total Assets
Total Assets
Net Worth
Net Worth
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
Cash Dividends per Share /
Cash Dividends per Share /
Cash Dividends per Share (Left)
Cash Dividends per Share (Left)
EVA*
EVA*
Payout Ratio (Right)
Payout Ratio (Right)
(Year ended March 31, 2000 = 100)
(Year ended March 31, 2000 = 100)
(Billions of yen)
(Billions of yen)
1,500
1,500
(Billions of yen)
(Billions of yen)
150
150
1,065.8
1,065.8
1,022.8
1,022.8
991.3
991.3
1,030.3
1,030.3
1,000
1,000
1,133.3
1,133.3
100
95.3
100
95.3
97.0
97.0
102.0
102.0
565.1
565.1
528.9
528.9
538.0
538.0
582.7
582.7
628.7
628.7
500
500
50
50
44.9
49.1
44.9
49.1
47.2
47.2
41.9
41.9
109.5
109.5
60
57.00
60
57.00
58.00
60.00
58.00
60.00
62.00
62.00
64.00
64.00
80.2
80.2
63.7
63.7
75.4
75.4
66.1
66.1
59.7
59.7
61.3
61.3
163
154
154
142
163
134
142
132
132
120
120
113
113
100
(%)
100
(%)
100
200
200
75
75
150
150
50.8
50.8
50
50
100
100
100
25
25
50
50
(EVA restated on a full-year
(EVA restated on a full-year
basis / EVA for the year ended
basis / EVA for the year ended
December 31, 2011 = 100)
December 31, 2011 = 100)
200
200
134
125
125
91
91
67
95
67
150
150
138
138
106
95
106
100
100
100
112
100
112
50
50
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
* Net worth is equity, excluding minorit y interests a nd stock
* Net worth is equity, excluding minorit y interests a nd stock
acquisition rights.
acquisition rights.
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
0
0
0
0
Mar.
2000
Mar.
Mar.
2000
2001
Mar.
Mar.
2001
2002
Mar.
Mar.
2002
2003
Mar.
Mar.
2003
2004
Mar.
Mar.
2004
2005
Mar.
Mar.
2005
2006
Mar.
Mar.
2006
2007
Mar.
Mar.
2007
2008
Mar.
Mar.
2008
2009
Mar.
Mar.
2009
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
2012
0
0
Dec.
2011
Dec.
Dec.
2011
2012
Dec.
Dec.
2012
2013
Dec.
2013
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
Payout Ratio
Payout Ratio
(Yen)
(Yen)
80
80
40
40
20
20
0
0
Mar.
2010
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
200
200
150
150
100
95.3
100
95.3
97.0
102.0
97.0
102.0
109.5
109.5
80.2
80.2
80.2
80.2
63.7
63.7
50
50
44.9
49.1
44.9
49.1
47.2
47.2
41.9
41.9
41.9
41.9
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
(Restated)
(Restated)
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
(Billions of yen)
(Billions of yen)
200
200
163
163
154
154
142
142
132
132
134
134
125
125
150
150
113
120
113
120
100
100
100
100
106
106
91
95
91
95
67
67
50
50
0
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
Costs, Expenses and Income as Percentages of Net Sales
Year ended December 31, 2013, period ended December 31, 2012
and year ended March 31, 2012
Cost of sales ..................................................................................
Gross profit ....................................................................................
Selling, general and administrative expenses ................................
Operating income ..........................................................................
Income before income taxes and minority interests .....................
Net income ....................................................................................
Dec.
2013
43.5%
56.5
47.0
9.5
8.7
4.9
Dec.
2012
43.7%
56.3
46.3
10.0
10.1
5.2
Mar.
2012
43.2%
56.8
47.9
8.9
8.7
4.3
Analysis of Income Statement
Operating income increased ¥12.9 billion compared with
restated fiscal 2012 to ¥124.7 billion (US$1,182.8 million),
Net sales increased 7.8 percent compared with restated fiscal
despite recording expenses related to the voluntary recall,
2012 to ¥1,315.2 billion (US$12,479.5 million). Excluding the
due to the effect of increased sales of the Consumer Products
effect of currency translation, net sales would have increased
Business in Japan and Asia in addition to factors including
2.1 percent. In the Consumer Products Business in Japan,
cost reduction activities and a decrease in depreciation and
sales of each business were steady excluding the impact of
amortization expenses.
the voluntary recall, due in part to market growth, new
Net income increased ¥11.7 billion compared with restated
product launches and further strengthening of sales
fiscal 2012 to ¥64.8 billion (US$614.5 million) despite
promotion activities. In Asia, sales were strong in the Human
recording other expenses.
Health Care Business, which includes sanitary products, and
Net income per share was ¥126.03 (US$1.20), an increase of
the Fabric and Home Care Business, which includes laundry
¥24.26, or 23.8 percent, from ¥101.77 in restated fiscal 2012.
detergents. In the Chemical Business, excluding the effect of
currency translation, sales decreased compared with restated
fiscal 2012 due to the impact of decreased demand from
customer industries and fluctuations in selling prices in
connection with lower prices for natural fats and oils used as
raw materials.
Net Sales / Gross Profit Ratio
Net Sales / Gross Profit Ratio
Net Sales (Left)
Net Sales (Left)
Gross Profit Ratio (Right)
Gross Profit Ratio (Right)
Operating Income /
Operating Income /
Operating Income Ratio
Operating Income Ratio
Operating Income (Left)
Operating Income (Left)
Operating Income Ratio (Right)
Operating Income Ratio (Right)
Net Income / Return on Sales
Net Income / Return on Sales
Net Income (Left)
Return on Sales (Right)
Net Income (Left)
Return on Sales (Right)
Net Income per Share
Net Income per Share
(Years ended March 31, 2010 to 2012, period ended December 31, 2012 and years ended December 31, 2012 and 2013)
(%)
(%)
20
20
(Billions of yen)
80
(Billions of yen)
80
(%)
15
(%)
15
(Yen)
150
(Yen)
150
64.8
64.8
126.03
126.03
100.46
101.12
100.46
101.12
101.77
101.77
Dec.
2012
Dec.
2012
Dec.
2012
Dec.
2013
Dec.
2013
Dec.
2013
Dec.
2012
Dec.
2013
Dec.
2012
(Restated)
Dec.
2012
(Restated)
Dec.
2012
(Restated)
Dec.
2012
(Restated)
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
5
5
0
0
20
20
0
0
0
0
0
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
3.4
3.4
3.9
3.9
4.3
4.3
5.2
5.2
4.4
4.4
4.9
4.9
5
5
50
50
60
60
46.7
46.7
40.5
40.5
40
40
52.4
52.4
52.8
52.8
53.1
53.1
10
10
100
100
87.69
87.69
75.57
75.57
(Billions of yen)
(Billions of yen)
1,500
1,500
1,184.4
1,184.4
1,186.8
1,186.8
1,216.1
1,216.1
1,220.4
1,220.4
1,315.2
1,315.2
1,000
1,000
58.4
58.4
58.0
58.0
1,012.6
1,012.6
56.8
56.8
56.3
56.3
56.5
56.5
60
60
(Billions of yen)
(Billions of yen)
150
150
100
100
94.0
94.0
7.9
7.9
50
50
124.7
124.7
111.8
111.8
15
15
104.6
104.6
108.6
108.6
101.6
101.6
10.0
10.0
8.8
8.8
8.9
8.9
9.2
9.2
9.5
9.5
10
10
(%)
(%)
100
100
80
80
40
40
20
20
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
Note: The gross profit ratio has not been disclosed for the year ended
Note: The gross profit ratio has not been disclosed for the year ended
December 31, 2012.
December 31, 2012.
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
Consumer Products Business
Consumer Products Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
1,200
1,200
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
150
150
1,091.9
1,091.9
1,000
1,000
1,008.0
1,008.0
988.3
988.3
1,005.3
1,005.3
1,019.4
1,019.4
833.2
833.2
85.6
85.6
84.7
84.7
93.4
93.4
103.0
103.0
100
100
74.4
74.4
80.5
80.5
Beauty Care Business
Beauty Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
750
750
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
50
50
547.9
547.9
533.5
533.5
537.9
537.9
537.8
537.8
570.3
570.3
40
40
500
500
444.4
444.4
21.8
21.8
20.1
20.1
23.9
23.9
50
50
250
250
15.4
15.4
4.7
4.7
5.5
5.5
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
0
0
0
0
30
30
20
20
10
10
0
0
500
500
0
0
800
800
600
600
400
400
200
200
0
0
500
500
0
0
Kao Corporation Annual Report 2013 27
Human Health Care Business
Human Health Care Business
Fabric and Home Care Business
Fabric and Home Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
250
250
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
25
25
350
350
200
200
183.2
183.2
175.8
175.8
181.8
181.8
150
150
15.3
15.3
14.6
14.6
152.0
152.0
210.6
210.6
189.6
189.6
20
20
16.9
16.9
13.6
13.6
11.5
11.5
300
300
276.9
276.9
279.0
279.0
60.7
60.7
59.7
59.7
285.6
285.6
55.5
55.5
236.7
236.7
51.4
51.4
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
80
80
311.0
311.0
292.0
292.0
59.6
59.6
62.2
62.2
60
60
Chemical Business
Chemical Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
300
300
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
40
40
261.2
261.2
247.6
247.6
232.0
232.0
236.5
236.5
208.1
208.1
30
30
207.8
207.8
200
200
24.1
24.1
23.0
23.0
19.7
19.7
21.5
21.5
16.8
16.8
18.1
18.1
20
20
100
100
9.0
9.0
50
50
0
0
15
15
10
10
5
5
0
0
250
250
200
200
150
150
100
100
50
50
0
0
40
40
20
20
100
100
0
0
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
Note: Net sales include intersegment sales.
Note: Net sales include intersegment sales.
Total Assets / Net Worth*
Total Assets / Net Worth*
Total Assets
Total Assets
Net Worth
Net Worth
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
Cash Dividends per Share /
Cash Dividends per Share /
Cash Dividends per Share (Left)
Cash Dividends per Share (Left)
EVA*
EVA*
Payout Ratio (Right)
Payout Ratio (Right)
(Year ended March 31, 2000 = 100)
(Year ended March 31, 2000 = 100)
(Billions of yen)
(Billions of yen)
1,500
1,500
(Billions of yen)
(Billions of yen)
150
150
1,065.8
1,065.8
1,022.8
1,022.8
991.3
991.3
1,030.3
1,030.3
1,000
1,000
1,133.3
1,133.3
100
100
95.3
95.3
97.0
97.0
102.0
102.0
565.1
565.1
528.9
528.9
538.0
538.0
582.7
582.7
628.7
628.7
50
50
44.9
44.9
49.1
49.1
47.2
47.2
41.9
41.9
109.5
109.5
80.2
80.2
63.7
63.7
57.00
57.00
60
60
58.00
58.00
60.00
60.00
62.00
62.00
64.00
64.00
75.4
75.4
66.1
66.1
59.7
59.7
61.3
61.3
50.8
50.8
50
50
100
100
100
100
142
142
132
132
113
113
120
120
163
163
154
154
134
134
125
125
Payout Ratio
Payout Ratio
(Yen)
(Yen)
80
80
40
40
20
20
0
0
(EVA restated on a full-year
(EVA restated on a full-year
basis / EVA for the year ended
basis / EVA for the year ended
December 31, 2011 = 100)
December 31, 2011 = 100)
91
91
95
95
100
100
106
106
112
112
100
100
67
67
138
138
200
200
150
150
50
50
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
* Net worth is equity, excluding minorit y interests a nd stock
* Net worth is equity, excluding minorit y interests a nd stock
acquisition rights.
acquisition rights.
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
Mar.
2000
2000
2001
2001
2002
2002
2003
2003
2004
2004
2005
2005
2006
2006
2007
2007
2008
2008
2009
2009
2010
2010
2011
2011
2012
2012
Dec.
Dec.
Dec.
Dec.
Dec.
Dec.
2011
2011
2012
2012
2013
2013
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
10
10
0
0
(%)
(%)
100
100
75
75
25
25
0
0
200
200
150
150
50
50
0
0
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
200
200
150
150
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
100
100
95.3
95.3
97.0
97.0
102.0
102.0
80.2
80.2
80.2
80.2
50
50
44.9
44.9
49.1
49.1
47.2
47.2
41.9
41.9
41.9
41.9
109.5
109.5
63.7
63.7
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
(Restated)
(Restated)
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
(Billions of yen)
(Billions of yen)
200
200
163
163
154
154
142
142
132
132
134
134
125
125
150
150
113
120
113
120
100
100
100
100
106
106
91
91
95
95
67
67
50
50
0
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
Information by Segment
In Europe, sales increased 26.0 percent to ¥72.1 billion
(US$684.6 million). Excluding the effect of currency
Consumer Products Business
translation, sales would have increased 1.0 percent. Sales of
Sales increased 7.1 percent compared with restated fiscal 2012
professional hair care products were steady.
to ¥1,091.9 billion (US$10,360.7 million). Excluding the effect of
Operating income increased ¥9.6 billion compared with
currency translation, sales would have increased 2.9 percent.
restated fiscal 2012 to ¥103.0 billion (US$977.0 million) due to
In Japan, sales increased 2.8 percent compared with
the effect of increased sales as a result of strong performance
restated fiscal 2012 to ¥866.4 billion (US$8,220.7 million).
in Japan and Asia in addition to factors including a decrease in
Sales grew in a relatively stable market environment as the
depreciation and amortization expenses and more efficient
Kao Group launched new and improved products in response
management of expenses.
to changing consumer lifestyles and social issues such as the
environment, health consciousness and the aging society, and
Note: The Kao Group’s Consumer Products Business consists of the
Beauty Care Business, the Human Health Care Business, and the
Fabric and Home Care Business.
enhanced proposal-based sales, among other measures. On
the other hand, sales of Kanebo Cosmetics were impacted by
Beauty Care Business
returns from retailers and self-imposed cutbacks in marketing
Sales increased 6.0 percent compared with restated fiscal
activities in connection with the voluntary recall of brightening
2012 to ¥570.3 billion (US$5,411.0 million). Excluding the
products containing the ingredient Rhododenol.
effect of currency translation, sales would have increased
In Asia, sales increased 33.3 percent to ¥116.4 billion
Net Sales / Gross Profit Ratio
Net Sales / Gross Profit Ratio
Net Sales (Left)
(US$1,104.8 million). Excluding the effect of currency
Gross Profit Ratio (Right)
Net Sales (Left)
Gross Profit Ratio (Right)
translation, sales would have increased 11.0 percent. Steady
(Billions of yen)
(Billions of yen)
1,500
1,500
growth continued as a result of integrated management in Asia,
(%)
100
(%)
100
1,315.2
1,315.2
1,184.4
including Japan, and the Kao Group carried out aggressive
80
1,186.8
1,186.8
1,184.4
80
1,216.1
1,216.1
1,220.4
1,220.4
measures including collaboration with retailers, utilization of
1,000
58.4
56.3
wholesale channels, and expansion of sales of laundry
56.8
58.4
58.0
56.5
56.8
56.5
58.0
56.3
60
60
1,012.6
1,012.6
detergents. In China, the Kao Group launched baby diapers and
40
40
500
laundry detergent targeting middle-class consumers.
20
20
In the Americas, sales increased 21.7 percent to ¥68.9
billion (US$653.9 million). Excluding the effect of currency
0
0
translation, sales would have increased 0.5 percent. Sales of
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
2013
0
Mar.
2010
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
Note: The gross profit ratio has not been disclosed for the year ended
Note: The gross profit ratio has not been disclosed for the year ended
improved skin care products grew.
December 31, 2012.
December 31, 2012.
1,000
500
0
0.2 percent.
Operating Income /
Operating Income /
Operating Income (Left)
Sales of cosmetics decreased 1.1 percent compared with
Operating Income Ratio
Operating Income Ratio
Operating Income Ratio (Right)
restated fiscal 2012 to ¥257.1 billion (US$2,439.6 million).
(Billions of yen)
(%)
150
20
Operating Income (Left)
Operating Income Ratio (Right)
(Billions of yen)
150
Excluding the effect of currency translation, sales would have
(%)
20
Net Income / Return on Sales
Net Income / Return on Sales
Net Income (Left)
Net Income (Left)
Net Income per Share
Net Income per Share
Return on Sales (Right)
Return on Sales (Right)
(Billions of yen)
(Billions of yen)
80
80
(%)
15
(%)
15
(Yen)
(Yen)
150
150
decreased 3.4 percent.
108.6
In Japan, sales decreased compared with restated fiscal
104.6
101.6
101.6
104.6
108.6
100
100
94.0
94.0
111.8
111.8
124.7
124.7
15
2012, due in part to the impact of returns from retailers and
10.0
10.0
8.8
8.9
8.9
9.2
9.2
9.5
9.5
10
self-imposed cutbacks in marketing activities in connection
8.8
7.9
7.9
50
50
with the voluntary recall of Kanebo Cosmetics brightening
5
products containing the ingredient Rhododenol. In a
0
contracting market, the Kao Group continued to work to
0
Dec.
reinforce focal brands, with growth in sales of counseling
2013
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2012
Mar.
2011
Dec.
2012
Mar.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
brands SOFINA Primavista base makeup and the renewed
15
10
5
0
46.7
46.7
40.5
40
40.5
3.9
3.4
4.3
3.9
60
60
40
20
0
3.4
20
0
Mar.
2010
64.8
64.8
126.03
126.03
52.4
52.4
52.8
52.8
53.1
53.1
10
10
100
100
100.46
100.46
101.12
101.12
101.77
101.77
87.69
87.69
75.57
75.57
5.2
4.3
5.2
4.4
4.9
4.4
4.9
5
50
50
5
0
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Dec.
2013
(Years ended March 31, 2010 to 2012, period ended December 31, 2012 and years ended December 31, 2012 and 2013)
Consumer Products Business
Consumer Products Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
1,200
1,200
1,000
1,008.0
1,000
1,008.0
988.3
1,005.3
988.3
1,005.3
1,019.4
Net Sales (Left)
Operating Income (Right)
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
150
1,091.9
(Billions of yen)
150
1,091.9
1,019.4
833.2
833.2
85.6
80.5
85.6
84.7
93.4
84.7
103.0
93.4
103.0
100
100
74.4
80.5
74.4
Beauty Care Business
Beauty Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
750
(Billions of yen)
750
Net Sales (Left)
Operating Income (Right)
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
50
(Billions of yen)
50
547.9
547.9
533.5
533.5
537.9
537.9
537.8
570.3
537.8
40
570.3
500
500
444.4
444.4
21.8
21.8
20.1
23.9
20.1
50
50
250
250
15.4
15.4
4.7
5.5
4.7
5.5
800
800
600
600
400
400
200
200
30
23.9
20
10
40
30
20
10
0
0
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
0
Dec.
2013
0
0
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
0
Dec.
2013
28 Kao Corporation Annual Report 2013
Human Health Care Business
Human Health Care Business
Fabric and Home Care Business
Fabric and Home Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
Net Sales /
Net Sales /
Operating Income
Operating Income
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
Chemical Business
Chemical Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
250
250
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
80
80
300
300
300
300
276.9
276.9
279.0
285.6
279.0
285.6
60.7
60.7
59.7
59.7
311.0
311.0
292.0
292.0
59.6
62.2
59.6
62.2
60
60
55.5
55.5
236.7
236.7
51.4
51.4
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
40
40
261.2
261.2
247.6
247.6
232.0
232.0
236.5
236.5
208.1
208.1
30
30
207.8
207.8
200
200
24.1
24.1
23.0
23.0
19.7
19.7
16.8
18.1
16.8
21.5
21.5
18.1
20
20
40
40
20
20
100
100
10
10
0
0
Dec.
2013
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
0
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Note: Net sales include intersegment sales.
Note: Net sales include intersegment sales.
200
200
183.2
183.2
175.8
181.8
175.8
181.8
189.6
189.6
150
150
15.3
15.3
14.6
152.0
14.6
152.0
13.6
13.6
11.5
11.5
100
100
9.0
9.0
210.6
210.6
16.9
16.9
50
50
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
(Restated)
(Restated)
25
20
15
10
5
0
25
20
15
10
5
0
350
350
250
250
200
200
150
150
100
100
50
0
50
0
Mar.
2010
Total Assets / Net Worth*
Total Assets / Net Worth*
Total Assets
Total Assets
Net Worth
Net Worth
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
Cash Dividends per Share /
Cash Dividends per Share /
Cash Dividends per Share (Left)
Cash Dividends per Share (Left)
EVA*
EVA*
Payout Ratio (Right)
Payout Ratio (Right)
(Year ended March 31, 2000 = 100)
(Year ended March 31, 2000 = 100)
Payout Ratio
Payout Ratio
(Yen)
80
(Yen)
80
(%)
100
(%)
100
200
200
(Billions of yen)
(Billions of yen)
1,500
1,500
(Billions of yen)
(Billions of yen)
150
150
1,065.8
1,065.8
1,022.8
1,022.8
991.3
991.3
1,030.3
1,030.3
1,000
1,000
1,133.3
1,133.3
100
95.3
100
95.3
97.0
97.0
102.0
102.0
565.1
565.1
528.9
528.9
538.0
538.0
582.7
582.7
628.7
628.7
500
500
50
50
44.9
49.1
44.9
49.1
47.2
47.2
41.9
41.9
109.5
109.5
80.2
80.2
63.7
63.7
60
57.00
60
57.00
58.00
58.00
60.00
75.4
75.4
66.1
66.1
62.00
60.00
62.00
64.00
64.00
75
75
150
150
59.7
59.7
61.3
61.3
50.8
50.8
50
50
100
100
100
132
120
120
113
113
100
163
154
154
142
163
134
142
132
25
25
50
50
(EVA restated on a full-year
(EVA restated on a full-year
basis / EVA for the year ended
basis / EVA for the year ended
December 31, 2011 = 100)
December 31, 2011 = 100)
200
200
134
125
125
91
91
67
95
67
150
150
138
138
106
95
106
100
100
100
112
100
112
50
50
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
* Net worth is equity, excluding minorit y interests a nd stock
* Net worth is equity, excluding minorit y interests a nd stock
acquisition rights.
acquisition rights.
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
0
0
0
0
Mar.
2000
Mar.
Mar.
2000
2001
Mar.
Mar.
2001
2002
Mar.
Mar.
2002
2003
Mar.
Mar.
2003
2004
Mar.
Mar.
2004
2005
Mar.
Mar.
2005
2006
Mar.
Mar.
2006
2007
Mar.
Mar.
2007
2008
Mar.
Mar.
2008
2009
Mar.
Mar.
2009
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
2012
0
0
Dec.
2011
Dec.
Dec.
2011
2012
Dec.
Dec.
2012
2013
Dec.
2013
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
40
40
20
20
0
0
Mar.
2010
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
200
200
150
150
100
95.3
100
95.3
97.0
102.0
97.0
102.0
109.5
109.5
80.2
80.2
80.2
80.2
63.7
63.7
50
50
44.9
49.1
44.9
49.1
47.2
47.2
41.9
41.9
41.9
41.9
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Dec.
2013
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
(Billions of yen)
(Billions of yen)
200
200
163
163
154
154
142
142
132
132
134
134
125
125
150
150
113
120
113
120
100
100
100
100
106
106
91
95
91
95
67
67
50
50
0
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
Management Discussion and Analysis
GRACE SOFINA skin care line, as well as self-selection brands
Human Health Care Business
KATE makeup and Allie UV care. Outside Japan, sales
Sales increased 11.1 percent compared with restated fiscal
Net Sales / Gross Profit Ratio
increased excluding the effect of currency translation.
Net Sales / Gross Profit Ratio
Net Sales (Left)
Net Sales (Left)
Sales of skin care products increased compared with
Gross Profit Ratio (Right)
Gross Profit Ratio (Right)
2012 to ¥210.6 billion (US$1,998.6 million). Excluding the effect
Operating Income /
Operating Income /
Operating Income (Left)
Operating Income Ratio
Operating Income Ratio
of currency translation, sales would have increased 7.8 percent.
Operating Income Ratio (Right)
Operating Income (Left)
Operating Income Ratio (Right)
(%)
(Billions of yen)
(Billions of yen)
restated fiscal 2012. In Japan, sales increased with growth in
100
1,500
1,500
sales of Bioré facial cleansers and UV care products and
1,184.4
strong performance by Bioré U body cleanser, which added
(%)
100
1,315.2
1,220.4
1,220.4
1,315.2
1,184.4
1,186.8
1,186.8
1,216.1
1,216.1
80
80
1,000
500
0
1,000
new scented offerings, and Curél derma care products. In
58.4
58.4
58.0
58.0
56.8
56.8
56.3
56.3
56.5
56.5
60
60
1,012.6
1,012.6
Asia, Bioré facial and body cleansers performed strongly and
sales grew. In the Americas, an improved version of Jergens
500
Natural Glow sunless self-tanning hand and body lotion
40
40
20
20
performed steadily.
Sales of hair care products were on par with restated fiscal
0
Dec.
Mar.
2012
2010
2012. In Japan, shampoos and conditioners were on a
Dec.
2013
Mar.
2012
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
0
0
(Billions of yen)
150
(%)
(Billions of yen)
Sales of food and beverage products increased compared
20
150
with restated fiscal 2012, due in part to strong sales of Healthya
(%)
20
124.7
124.7
15
Coffee, launched in Japan in April 2013 from the Healthya series
15
108.6
101.6
111.8
111.8
101.6
104.6
104.6
108.6
100
of functional drinks that promote body fat utilization.
94.0
100
94.0
Sales of sanitary products increased compared with
10
9.5
9.5
8.9
8.9
9.2
9.2
8.8
8.8
10.0
10.0
10
restated fiscal 2012. In the Laurier brand of sanitary napkins,
7.9
50
50
7.9
sales of high-value-added products such as Laurier F, which
5
5
protects skin from dampness and chafing, increased in Japan
0
with the effect of the launch of improved products, and sales
0
Mar.
2012
of the Laurier brand increased in Asia, mainly in Indonesia
0
Dec.
2013
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Dec.
2012
Mar.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
Note: The gross profit ratio has not been disclosed for the year ended
Note: The gross profit ratio has not been disclosed for the year ended
recovery track as new products performed steadily and new
December 31, 2012.
December 31, 2012.
and Thailand.
hair styling products performed well, but hair coloring
Sales of Merries baby diapers were strong in Japan and
products were impacted by market contraction. In Asia, sales
also grew in China and Russia. In China, at the beginning of
Consumer Products Business
decreased excluding the effect of currency translation amid
Consumer Products Business
severe competitive conditions. In the Americas and Europe,
Net Sales /
Net Sales /
sales of the Goldwell professional hair care brand increased.
Operating Income
Operating Income
Operating income was impacted by the voluntary recall but
(Billions of yen)
(Billions of yen)
1,200
1,200
increased ¥3.8 billion compared with restated fiscal 2012 to
1,008.0
1,000
¥23.9 billion (US$227.1 million), due in part to the effect of
Net Sales (Left)
Operating Income (Right)
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
150
1,091.9
(Billions of yen)
150
1,091.9
1,005.3
1,019.4
1,008.0
1,005.3
1,019.4
988.3
988.3
1,000
800
600
400
833.2
increased sales and a decrease in depreciation and amortization
800
103.0
100
103.0
833.2
100
93.4
93.4
80.5
85.6
80.5
85.6
84.7
84.7
74.4
74.4
expenses. Operating income before amortization of goodwill
600
and other items related to acquisitions (EBITA) increased ¥2.0
50
400
billion compared with restated fiscal 2012 to ¥54.0 billion
50
the fiscal year the Kao Group began sales of locally
Beauty Care Business
Beauty Care Business
manufactured products targeting middle-class consumers and
Net Sales /
Net Sales /
worked to expand sales.
Operating Income
Operating Income
Sales of personal health products increased compared with
(Billions of yen)
(Billions of yen)
50
750
restated fiscal 2012. Sales of oral care products increased
Net Sales (Left)
Operating Income (Right)
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
750
(Billions of yen)
50
533.5
547.9
547.9
compared with restated fiscal 2012 due in part to sales of
537.9
new high-value-added products. Bath additives sold strongly
500
444.4
30
and sales of Megurhythm steam thermo power pads also
23.9
40
570.3
570.3
537.8
533.5
537.8
537.9
444.4
23.9
500
40
30
increased substantially.
250
Operating income increased ¥3.2 billion compared with
15.4
15.4
250
20
20
21.8
21.8
20.1
20.1
200
200
(US$512.8 million), which is equivalent to 9.5 percent of sales.
0
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
0
Dec.
2013
0
10
restated fiscal 2012 to ¥16.9 billion (US$159.9 million) due to
5.5
5.5
10
4.7
4.7
0
more efficient management of expenses in addition to the
Mar.
2012
Mar.
effect of increased sales.
2012
0
Dec.
2013
0
Mar.
2010
Mar.
2011
Dec.
2012
Mar.
2010
Mar.
2011
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
0
Human Health Care Business
Human Health Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
Net Sales (Left)
Operating Income (Right)
Net Sales (Left)
Operating Income (Right)
Fabric and Home Care Business
Fabric and Home Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
Net Sales (Left)
Operating Income (Right)
Net Sales (Left)
Operating Income (Right)
(Years ended March 31, 2010 to 2012, period ended December 31, 2012 and years ended December 31, 2012 and 2013)
Net Income / Return on Sales
Net Income / Return on Sales
Net Income (Left)
Net Income (Left)
Net Income per Share
Net Income per Share
Return on Sales (Right)
Return on Sales (Right)
(Billions of yen)
(Billions of yen)
80
80
(%)
15
(%)
15
(Yen)
(Yen)
150
150
64.8
64.8
126.03
126.03
52.4
52.4
52.8
52.8
53.1
53.1
10
10
100
100
100.46
100.46
101.12
101.12
101.77
101.77
87.69
87.69
75.57
75.57
5.2
4.3
5.2
4.4
4.9
4.4
4.9
5
50
50
46.7
46.7
40.5
40
40.5
3.9
3.4
4.3
3.9
60
60
40
20
0
3.4
20
0
Mar.
2010
5
0
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Dec.
2013
Chemical Business
Chemical Business
Net Sales /
Operating Income
Net Sales /
Operating Income
(Billions of yen)
250
(Billions of yen)
250
(Billions of yen)
25
(Billions of yen)
25
(Billions of yen)
350
(Billions of yen)
350
(Billions of yen)
80
(Billions of yen)
80
(Billions of yen)
(Billions of yen)
300
300
20
300
300
276.9
276.9
279.0
285.6
279.0
60.7
60.7
59.7
285.6
292.0
311.0
292.0
311.0
62.2
59.6
59.7
55.5
55.5
236.7
236.7
51.4
59.6
51.4
200
200
183.2
183.2
175.8
181.8
175.8
181.8
210.6
189.6
189.6
210.6
20
16.9
16.9
150
150
15.3
15.3
14.6
152.0
14.6
152.0
13.6
13.6
15
15
11.5
11.5
100
100
9.0
9.0
50
50
0
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
10
10
5
0
5
0
Dec.
2013
250
250
200
200
150
150
100
100
50
0
50
0
Mar.
2010
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
40
40
261.2
261.2
247.6
247.6
232.0
232.0
236.5
236.5
208.1
208.1
30
30
207.8
207.8
200
200
24.1
24.1
23.0
23.0
19.7
19.7
16.8
18.1
16.8
21.5
21.5
18.1
20
20
100
100
10
10
62.2
60
60
40
40
20
20
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2012
2013
(Restated)
0
0
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
0
Dec.
2013
Kao Corporation Annual Report 2013 29
Note: Net sales include intersegment sales.
Note: Net sales include intersegment sales.
Total Assets / Net Worth*
Total Assets / Net Worth*
Total Assets
Total Assets
Net Worth
Net Worth
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
Cash Dividends per Share /
Cash Dividends per Share /
Cash Dividends per Share (Left)
Cash Dividends per Share (Left)
EVA*
EVA*
Payout Ratio (Right)
Payout Ratio (Right)
(Year ended March 31, 2000 = 100)
(Year ended March 31, 2000 = 100)
(Billions of yen)
(Billions of yen)
1,500
1,500
(Billions of yen)
(Billions of yen)
150
150
1,065.8
1,065.8
1,022.8
1,022.8
991.3
991.3
1,030.3
1,030.3
1,000
1,000
1,133.3
1,133.3
100
95.3
100
95.3
97.0
97.0
102.0
102.0
565.1
565.1
528.9
528.9
538.0
538.0
582.7
582.7
628.7
628.7
500
500
50
50
44.9
49.1
44.9
49.1
47.2
47.2
41.9
41.9
109.5
109.5
60
57.00
60
57.00
58.00
60.00
58.00
60.00
62.00
62.00
64.00
64.00
80.2
80.2
63.7
63.7
75.4
75.4
66.1
66.1
59.7
59.7
61.3
61.3
163
154
154
142
163
134
142
132
132
120
120
113
113
100
(%)
100
(%)
100
200
200
75
75
150
150
50.8
50.8
50
50
100
100
100
25
25
50
50
(EVA restated on a full-year
(EVA restated on a full-year
basis / EVA for the year ended
basis / EVA for the year ended
December 31, 2011 = 100)
December 31, 2011 = 100)
200
200
134
125
125
91
91
67
95
67
150
150
138
138
106
95
106
100
100
100
112
100
112
50
50
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
* Net worth is equity, excluding minorit y interests a nd stock
* Net worth is equity, excluding minorit y interests a nd stock
acquisition rights.
acquisition rights.
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
0
0
0
0
Mar.
2000
Mar.
Mar.
2000
2001
Mar.
Mar.
2001
2002
Mar.
Mar.
2002
2003
Mar.
Mar.
2003
2004
Mar.
Mar.
2004
2005
Mar.
Mar.
2005
2006
Mar.
Mar.
2006
2007
Mar.
Mar.
2007
2008
Mar.
Mar.
2008
2009
Mar.
Mar.
2009
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
2012
0
0
Dec.
2011
Dec.
Dec.
2011
2012
Dec.
Dec.
2012
2013
Dec.
2013
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
Payout Ratio
Payout Ratio
(Yen)
(Yen)
80
80
40
40
20
20
0
0
Mar.
2010
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
200
200
150
150
100
95.3
100
95.3
97.0
102.0
97.0
102.0
109.5
109.5
80.2
80.2
80.2
80.2
63.7
63.7
50
50
44.9
49.1
44.9
49.1
47.2
47.2
41.9
41.9
41.9
41.9
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Dec.
2013
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
(Billions of yen)
(Billions of yen)
200
200
163
163
154
154
142
142
132
132
134
134
125
125
150
150
113
120
113
120
100
100
100
100
106
106
91
95
91
95
67
67
50
50
0
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
Net Sales / Gross Profit Ratio
Net Sales (Left)
Gross Profit Ratio (Right)
Operating Income /
Operating Income Ratio
Operating Income (Left)
Operating Income Ratio (Right)
Net Income / Return on Sales
Net Income per Share
Net Income (Left)
Return on Sales (Right)
(Billions of yen)
1,500
1,184.4
1,186.8
1,216.1
1,220.4
1,315.2
1,000
58.4
58.0
1,012.6
56.8
56.3
56.5
500
0
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
(Restated)
Dec.
2013
(%)
100
80
60
40
20
0
(Billions of yen)
150
100
94.0
7.9
50
0
124.7
111.8
104.6
108.6
101.6
10.0
8.8
8.9
9.2
9.5
10
126.03
100.46
101.12
101.77
87.69
75.57
(Billions of yen)
46.7
40.5
80
60
40
20
0
64.8
52.4
52.8
53.1
3.4
3.9
4.3
5.2
4.4
4.9
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Fabric and Home Care Business
Note: The gross profit ratio has not been disclosed for the year ended
products such as Bath Magiclean Aroma Deodorizer Plus and
December 31, 2012.
Sales increased 6.5 percent compared with restated fiscal
Toilet Magiclean Aroma Deodorizer Plus. In addition, the Kao
60
40
20
0
Net Income / Return on Sales
2012 to ¥311.0 billion (US$2,951.2 million). Excluding the effect
Net Income (Left)
Return on Sales (Right)
of currency translation, sales would have increased 4.5 percent.
(%)
15
Sales of fabric care products increased compared with
(Billions of yen)
80
restated fiscal 2012. In Japan, the Kao Group worked to
64.8
highlight the reduced laundry time and environmental appeal
52.4
52.8
53.1
of conserving water, electricity and resources with the Neo
46.7
10
series, which includes Ultra Attack Neo ultra-concentrated
liquid laundry detergent. In August 2013, the Kao Group
4.3
5
4.4
3.9
5.2
4.9
40.5
3.4
Group launched a 3D adsorbent dry sheet with more fibers for
Net Income per Share
(Yen)
150
Quickle Wiper household cleaning sheets, and sales were strong.
Consumer Products Business
Operating income increased ¥2.6 billion compared with
Net Sales /
Net Sales (Left)
Operating Income
Operating Income (Right)
126.03
(Billions of yen)
(Billions of yen)
150
1,200
the effect of increased sales and cost reduction activities.
restated fiscal 2012 to ¥62.2 billion (US$590.0 million) due to
101.77
101.12
100.46
1,091.9
100
1,008.0
988.3
87.69
1,005.3
1,000
Chemical Business
75.57
1,019.4
833.2
800
100
85.6
Demand increased in certain customer industries in Japan,
84.7
93.4
50
80.5
103.0
600
74.4
launched Ultra Attack Neo, which effectively removes stains
including in export-related industries due to the depreciation
and odors in just five minutes of washing time as a proposal
of the yen and in construction-related industries due to
400
50
0
0
Mar.
2010
for use with a reduced-time washing function in response to
Dec.
Mar.
2013
2012
the social trend toward an increase in two-income
Dec.
2012
(Restated)
Dec.
2012
Mar.
2011
200
reconstruction demand following the Great East Japan
Mar.
2012
Earthquake and demand in advance of the April 2014 increase
Dec.
2012
(Restated)
Dec.
2013
Mar.
2010
Mar.
2011
Dec.
2012
households, and expanded the number of users, including
users of Attack Neo Antibacterial EX Power liquid laundry
in the consumption tax rate. However, sales were impacted
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
by selling price adjustments in connection with lower prices
Dec.
2012
(Restated)
0
detergent, which has strong deodorizing and antibacterial
for natural fats and oils used as raw materials and the
properties. In addition, the Kao Group stimulated the powder
economic slump in Europe. As a result of these factors, sales
laundry detergent market with the April 2013 launch of a refill
product for Attack powder laundry detergent that reduces
environmental impact. Flair Fragrance fabric softener and
Wide Haiter EX Power, a fabric bleach for color garments with
were ¥261.2 billion (US$2,478.3 million), an increase of 10.5
Human Health Care Business
Net Sales /
Operating Income
percent compared with restated fiscal 2012, including the
Net Sales (Left)
Operating Income (Right)
impact of the depreciation of the yen on currency translation.
(Billions of yen)
250
However, excluding the effect of currency translation, sales
(Billions of yen)
25
a powerful deodorizing function, performed well. Sales grew
would have decreased 1.0 percent.
210.6
in Asia as Attack laundry detergent performed strongly in
Indonesia and Thailand and the Kao Group stimulated the
200
In oleo chemicals, the Kao Group expanded its facilities for
183.2
181.8
189.6
20
175.8
16.9
fatty alcohols and increased sales volume. However, sales
14.6
15
150
152.0
15.3
13.6
markets in Taiwan and Hong Kong with the launch of a liquid
were impacted by a drop in demand from customer industries
11.5
laundry detergent with a strengthened antibacterial function.
100
9.0
and fluctuations in selling prices due to lower prices for
10
Sales of home care products increased compared with
natural fats and oils used as raw materials. In performance
5
50
restated fiscal 2012. In Japan, Kitchen Haiter bleach performed
chemicals, sales were firm as the Kao Group worked to
0
0
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
(Restated)
Dec.
2013
0
(Restated)
strongly. Sales of household cleaners increased with new
develop and expand sales of high-value-added products with
(Years ended March 31, 2010 to 2012, period ended December 31, 2012 and years ended December 31, 2012 and 2013)
Beauty Care Business
Net Sales /
Operating Income
(Billions of yen)
750
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
500
250
0
547.9
533.5
537.9
537.8
570.3
444.4
15.4
21.8
20.1
23.9
4.7
5.5
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Fabric and Home Care Business
Net Sales /
Operating Income
(Billions of yen)
350
300
250
200
150
100
50
0
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
311.0
292.0
59.6
62.2
276.9
279.0
60.7
59.7
285.6
55.5
236.7
51.4
Chemical Business
Net Sales /
Operating Income
(Billions of yen)
300
247.6
232.0
208.1
24.1
23.0
207.8
19.7
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
261.2
236.5
21.5
16.8
18.1
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Note: Net sales include intersegment sales.
(%)
20
15
5
0
50
40
30
20
10
0
80
60
40
20
0
200
100
0
(Yen)
80
60
40
20
0
(%)
15
10
5
0
40
30
20
10
0
(%)
100
75
50
25
0
(Yen)
150
100
50
0
200
150
100
50
0
Human Health Care Business
Fabric and Home Care Business
Net Sales /
Operating Income
(Billions of yen)
Net Sales (Left)
Operating Income (Right)
Net Sales /
Operating Income
(Billions of yen)
(Billions of yen)
Chemical Business
Net Sales /
Operating Income
(Billions of yen)
300
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
200
100
0
247.6
232.0
208.1
24.1
23.0
261.2
236.5
21.5
16.8
18.1
207.8
19.7
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
(Restated)
Dec.
2013
Note: Net sales include intersegment sales.
30 Kao Corporation Annual Report 2013
40
30
20
10
0
Total Assets / Net Worth*
Total Assets
Net Worth
(Billions of yen)
1,500
Cash Flows* /
Capital Expenditures
(Billions of yen)
150
1,065.8
1,000
1,022.8
991.3
1,030.3
1,133.3
100
95.3
97.0
102.0
500
0
565.1
528.9
538.0
582.7
628.7
50
44.9
49.1
47.2
41.9
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
0
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
* Net worth is equity, excluding minorit y interests a nd stock
acquisition rights.
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
Cash Flows
Capital Expenditures
Cash Dividends per Share /
Payout Ratio
Cash Dividends per Share (Left)
Payout Ratio (Right)
EVA*
(Year ended March 31, 2000 = 100)
80.2
109.5
63.7
57.00
75.4
58.00
66.1
60.00
62.00
64.00
59.7
61.3
50.8
163
154
142
132
134
125
113
120
100
106
95
91
67
(EVA restated on a full-year
basis / EVA for the year ended
December 31, 2011 = 100)
138
112
100
200
150
100
50
0
Mar.
2000
Mar.
2001
Mar.
2002
Mar.
2003
Mar.
2004
Mar.
2005
Mar.
2006
Mar.
2007
Mar.
2008
Mar.
2009
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2011
Dec.
2012
Dec.
2013
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
0
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
* Net worth is equity, excluding minorit y interests a nd stock
acquisition rights.
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
Cash Flows
Capital Expenditures
Cash Dividends per Share /
Payout Ratio
Cash Dividends per Share (Left)
Payout Ratio (Right)
EVA*
(Year ended March 31, 2000 = 100)
80.2
109.5
63.7
57.00
75.4
58.00
66.1
60.00
62.00
64.00
59.7
61.3
50.8
163
154
142
132
134
125
113
120
100
Cash Flows* /
91
Capital Expenditures
95
106
(Billions of yen)
67
(Yen)
80
60
40
20
0
(%)
100
75
50
25
0
200
150
100
50
0
(EVA restated on a full-year
basis / EVA for the year ended
December 31, 2011 = 100)
138
112
100
Cash Flows
Capital Expenditures
200
150
100
50
0
Mar.
2000
Mar.
2001
Mar.
2002
Mar.
2003
Mar.
2004
Mar.
2005
Mar.
2006
Mar.
2007
Mar.
2008
Mar.
2009
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
Mar.
2010
95.3
Mar.
2011
97.0
Mar.
2012
102.0
Dec.
2011
Dec.
2012
109.5
Dec.
2013
80.2
80.2
63.7
44.9
49.1
47.2
41.9
41.9
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
200
150
100
50
0
Cash Flows* /
Capital Expenditures
(Billions of yen)
Cash Flows
Capital Expenditures
95.3
97.0
102.0
80.2
80.2
44.9
49.1
47.2
41.9
41.9
109.5
63.7
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
(Billions of yen)
120
113
100
100
200
150
50
0
163
154
142
132
134
125
106
91
95
67
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
(Billions of yen)
120
113
100
100
200
150
50
0
163
154
142
132
134
125
106
91
95
67
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
(%)
100
80
60
40
20
0
50
0
25
20
15
10
5
0
Net Sales / Gross Profit Ratio
Net Sales (Left)
Gross Profit Ratio (Right)
Operating Income /
Operating Income Ratio
Operating Income (Left)
Operating Income Ratio (Right)
(Billions of yen)
1,500
1,184.4
1,186.8
1,216.1
1,220.4
1,315.2
1,000
58.4
58.0
1,012.6
56.8
56.3
56.5
124.7
111.8
104.6
108.6
101.6
10.0
8.8
8.9
9.2
9.5
10
(Billions of yen)
150
100
94.0
7.9
50
0
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Note: The gross profit ratio has not been disclosed for the year ended
December 31, 2012.
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Consumer Products Business
Net Sales /
Operating Income
(Billions of yen)
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
150
1,091.9
1,008.0
988.3
1,005.3
1,019.4
833.2
85.6
84.7
93.4
103.0
100
74.4
80.5
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Beauty Care Business
Net Sales /
Operating Income
(Billions of yen)
750
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
547.9
533.5
537.9
537.8
570.3
444.4
15.4
21.8
20.1
23.9
4.7
5.5
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
183.2
175.8
181.8
15.3
14.6
152.0
9.0
189.6
210.6
16.9
13.6
11.5
Net Sales (Left)
Operating Income (Right)
(Billions of yen)
311.0
292.0
59.6
62.2
276.9
279.0
60.7
59.7
285.6
55.5
236.7
51.4
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
(Restated)
Total Assets / Net Worth*
Total Assets
Net Worth
(Billions of yen)
1,500
Cash Flows* /
Capital Expenditures
(Billions of yen)
150
1,065.8
1,000
1,022.8
991.3
1,030.3
1,133.3
100
95.3
97.0
102.0
565.1
528.9
538.0
582.7
628.7
50
44.9
49.1
47.2
41.9
(%)
20
15
5
0
50
40
30
20
10
0
80
60
40
20
0
500
0
1,200
1,000
800
600
400
200
0
250
200
150
100
50
0
500
0
500
250
0
350
300
250
200
150
100
50
0
200
150
100
50
0
Operating income increased ¥3.4 billion yen compared with
Beauty Care Business
Beauty Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
750
750
restated fiscal 2012 to ¥21.5 billion (US$204.1 million), despite
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
the impact of lower demand from customer industries, as the
Kao Group worked to increase sales volume and reduce costs.
(Billions of yen)
50
(Billions of yen)
50
reduced environmental impact. Specialty chemicals were
Total equity increased ¥46.6 billion from the end of fiscal
impacted by the economic downturn and structural changes in
2012 to ¥642.6 billion (US$6,097.7 million). The principal
the personal computer market.
increases in equity were net income totaling ¥64.8 billion
Note: The gross profit ratio has not been disclosed for the year ended
Note: The gross profit ratio has not been disclosed for the year ended
December 31, 2012.
December 31, 2012.
Consumer Products Business
Consumer Products Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
1,200
1,200
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
150
150
1,091.9
1,091.9
1,000
1,008.0
1,000
1,008.0
988.3
1,005.3
988.3
1,005.3
1,019.4
1,019.4
(US$614.5 million) and foreign currency translation
adjustments of ¥43.5 billion. The principal decreases in equity
were a ¥30.0 billion decrease due to purchase of treasury
stock and payments of dividends from retained earnings
totaling ¥32.6 billion. In June 2013, the Company retired
treasury stock.
As a result, the net worth ratio (defined as net worth
divided by total assets) was 55.5 percent compared with 56.6
percent at the end of fiscal 2012.
Cash Flows
The balance of cash and cash equivalents at December 31,
833.2
833.2
93.4
84.7
80.5
74.4
85.6
80.5
85.6
84.7
103.0
93.4
103.0
100
100
500
50
50
250
800
800
600
74.4
600
400
400
200
200
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
0
Dec.
2013
0
0
547.9
533.5
547.9
537.9
Financial Structure
444.4
537.9
533.5
500
537.8
444.4
570.3
537.8
40
570.3
30
40
30
Total assets increased ¥102.9 billion from the end of fiscal
21.8
20
21.8
20.1
2012 to ¥1,133.3 billion (US$10,753.2 million). The principal
15.4
20.1
15.4
20
250
23.9
23.9
increases in assets were a ¥27.0 billion increase in cash and
10
10
4.7
5.5
4.7
5.5
time deposits, a ¥17.7 billion increase in notes and accounts
0
Mar.
2010
receivable – trade, a ¥33.2 billion increase in short-term
Mar.
Mar.
2011
2010
Mar.
Mar.
2012
2011
Dec.
Mar.
2012
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
2013
Dec.
2012
(Restated)
investments, a ¥14.7 billion increase in finished goods and a
0
0
Dec.
2013
Net Sales / Gross Profit Ratio
Net Sales / Gross Profit Ratio
Net Sales (Left)
Net Sales (Left)
Gross Profit Ratio (Right)
Gross Profit Ratio (Right)
Operating Income /
Operating Income /
Operating Income Ratio
Operating Income Ratio
Operating Income (Left)
Operating Income (Left)
Operating Income Ratio (Right)
Operating Income Ratio (Right)
Net Income / Return on Sales
Net Income / Return on Sales
Net Income (Left)
Net Income (Left)
Net Income per Share
Net Income per Share
Return on Sales (Right)
Return on Sales (Right)
(Billions of yen)
(Billions of yen)
150
150
(Billions of yen)
(Billions of yen)
80
80
(%)
15
(%)
15
(Yen)
150
(Yen)
150
(Billions of yen)
(Billions of yen)
1,500
1,500
1,184.4
1,184.4
1,186.8
1,216.1
1,186.8
1,216.1
1,220.4
1,220.4
1,315.2
1,315.2
1,000
1,000
58.4
58.4
58.0
58.0
56.8
56.8
56.3
56.3
56.5
56.5
60
1,012.6
1,012.6
500
500
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
(%)
100
80
60
40
20
0
(%)
100
80
40
20
0
Dec.
2013
(%)
20
124.7
111.8
124.7
15
(%)
20
15
108.6
104.6
108.6
101.6
111.8
101.6
8.9
8.8
10.0
8.9
10.0
9.2
9.5
9.2
10
9.5
10
104.6
94.0
8.8
7.9
Mar.
Mar.
2011
2010
Mar.
Mar.
2012
2011
Dec.
Mar.
2012
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2013
2012
(Restated)
5
0
5
0
Dec.
2013
100
94.0
100
50
0
7.9
50
0
Mar.
2010
60
60
40
20
0
40.5
40
3.4
20
0
Mar.
2010
64.8
64.8
126.03
126.03
46.7
52.4
46.7
52.8
52.4
53.1
52.8
53.1
10
10
100
100
100.46
101.12
100.46
101.12
101.77
101.77
40.5
Management Discussion and Analysis
3.9
3.4
4.3
3.9
4.3
5.2
5.2
4.4
4.9
4.4
4.9
5
Mar.
Mar.
2011
2010
Mar.
Mar.
2012
2011
Dec.
Mar.
2012
2012
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2013
2012
(Restated)
0
Dec.
2013
5
0
50
50
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Dec.
2013
87.69
87.69
75.57
75.57
EVA*
EVA*
(Year ended March 31, 2000 = 100)
(Year ended March 31, 2000 = 100)
200
200
150
150
100
100
100
113
100
132
120
120
113
163
154
154
142
163
134
142
132
(EVA restated on a full-year
(EVA restated on a full-year
basis / EVA for the year ended
basis / EVA for the year ended
December 31, 2011 = 100)
December 31, 2011 = 100)
200
200
134
125
125
91
91
67
95
67
150
150
138
138
106
95
106
100
100
100
112
100
112
50
50
(Billions of yen)
(Billions of yen)
200
200
150
150
100
100
100
113
120
100
142
120
132
113
163
163
142
154
134
154
132
134
125
125
106
106
91
95
91
95
67
67
50
50
0
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
¥24.9 billion increase in property, plant and equipment. The
2013 increased ¥67.2 billion compared with the end of fiscal
principal decrease in assets was a ¥23.3 billion decrease in
2012 to ¥227.6 billion (US$2,159.6 million).
Human Health Care Business
Human Health Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
250
250
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
25
25
200
200
183.2
150
150
183.2
175.8
181.8
175.8
181.8
15.3
15.3
14.6
152.0
14.6
152.0
210.6
210.6
189.6
189.6
16.9
16.9
13.6
11.5
11.5
13.6
100
100
9.0
9.0
50
50
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
(Restated)
(Restated)
20
15
10
5
0
20
15
10
5
0
300
250
200
150
100
50
0
intangible assets due to the progress of amortization of
Fabric and Home Care Business
Fabric and Home Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
trademarks and other intellectual property rights and goodwill.
Total liabilities increased ¥56.4 billion from the end of fiscal
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
350
350
2012 to ¥490.6 billion (US$4,655.4 million). The principal
(Billions of yen)
80
changes in current liabilities were a ¥9.5 billion increase in
300
276.9
notes and accounts payable – trade, a ¥29.5 billion decrease in
(Billions of yen)
80
311.0
55.5
51.4
current portion of long-term debt, a ¥3.4 billion increase in
59.7
55.5
62.2
59.6
279.0
276.9
60.7
59.7
236.7
285.6
236.7
311.0
279.0
285.6
292.0
292.0
59.6
62.2
60.7
51.4
250
60
60
200
notes and accounts payable – other, a ¥16.8 billion increase in
40
40
150
accrued expenses and a ¥20.7 billion increase in income taxes
100
payable. The principal changes in long-term liabilities were a
20
20
50
¥28.8 billion increase in long-term debt and a ¥3.1 billion
Chemical Business
Chemical Business
Cash Flows from Operating Activities
Net Sales /
Net Sales /
Net Sales (Left)
Net Sales (Left)
Operating Income
Operating Income
Operating Income (Right)
Operating Income (Right)
Net cash provided by operating activities totaled ¥178.7 billion
(Billions of yen)
(Billions of yen)
(US$1,696.0 million). The principal increases in net cash were
300
income before income taxes and minority interests of ¥114.9
247.6
billion, depreciation and amortization of ¥77.3 billion, change in
30
208.1
232.0
207.8
40
261.2
(Billions of yen)
(Billions of yen)
247.6
236.5
232.0
261.2
236.5
300
30
40
208.1
200
trade payables of ¥3.5 billion and change in notes and
24.1
23.0
accounts payable – other and accrued expenses of ¥16.8
20
21.5
19.7
24.1
19.7
23.0
21.5
16.8
18.1
16.8
18.1
20
207.8
200
billion. The principal decreases in net cash were income taxes
100
paid of ¥29.8 billion and change in inventories of ¥5.4 billion.
100
10
10
increase in liability for retirement benefits.
Mar.
Mar.
2011
2010
Mar.
Mar.
2012
2011
Dec.
Mar.
2012
2012
0
Mar.
2010
Dec.
Dec.
2012
2012
(Restated)
Dec.
Dec.
2013
2012
(Restated)
0
0
0
Dec.
2013
0
Mar.
2010
Mar.
2011
Mar.
Mar.
2011
2010
Dec.
Dec.
2012
2012
(Restated)
Note: Net sales include intersegment sales.
Dec.
Mar.
2012
2012
Mar.
2012
Note: Net sales include intersegment sales.
Dec.
Dec.
2013
2012
(Restated)
0
Dec.
2013
0
(Years ended March 31, 2010 to 2012, period ended December 31, 2012 and years ended December 31, 2012 and 2013)
Cash Dividends per Share /
Cash Dividends per Share /
Payout Ratio
Payout Ratio
Cash Dividends per Share (Left)
Payout Ratio (Right)
Cash Dividends per Share (Left)
Payout Ratio (Right)
(Yen)
80
(Yen)
80
60
57.00
60
75.4
40
40
20
20
0
0
Mar.
2010
(%)
100
(%)
100
57.00
58.00
60.00
58.00
75.4
66.1
66.1
59.7
62.00
60.00
64.00
62.00
64.00
75
61.3
59.7
61.3
50.8
50
50.8
75
50
25
25
50
50
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
0
Dec.
2013
0
0
0
Mar.
2000
Mar.
Mar.
2001
2000
Mar.
Mar.
2002
2001
Mar.
Mar.
2003
2002
Mar.
Mar.
2004
2003
Mar.
Mar.
2005
2004
Mar.
Mar.
2006
2005
Mar.
Mar.
2007
2006
Mar.
Mar.
2008
2007
Mar.
Mar.
2009
2008
Mar.
Mar.
2010
2009
Mar.
Mar.
2011
2010
Mar.
Mar.
2012
2011
Mar.
2012
0
0
Dec.
2011
Dec.
Dec.
2012
2011
Dec.
Dec.
2013
2012
Dec.
2013
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
Kao Corporation Annual Report 2013 31
Total Assets / Net Worth*
Total Assets / Net Worth*
Total Assets
Total Assets
Net Worth
Net Worth
Cash Flows* /
Capital Expenditures
Cash Flows* /
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
1,500
1,500
(Billions of yen)
(Billions of yen)
150
150
1,065.8
1,065.8
1,022.8
1,022.8
991.3
1,030.3
991.3
1,030.3
1,000
1,000
1,133.3
1,133.3
100
95.3
100
95.3
97.0
102.0
97.0
102.0
109.5
109.5
565.1
565.1
528.9
528.9
538.0
582.7
538.0
628.7
582.7
628.7
500
500
50
44.9
50
49.1
44.9
49.1
47.2
47.2
41.9
41.9
80.2
80.2
63.7
63.7
0
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2013
Dec.
2013
0
0
Mar.
2010
Mar.
2010
Mar.
2011
Mar.
2011
Mar.
2012
Mar.
2012
Dec.
2012
Dec.
2012
Dec.
2013
Dec.
2013
* Net worth is equity, excluding minorit y interests a nd stock
* Net worth is equity, excluding minorit y interests a nd stock
acquisition rights.
acquisition rights.
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
200
200
150
150
100
95.3
100
97.0
95.3
102.0
97.0
102.0
109.5
109.5
80.2
80.2
80.2
80.2
63.7
63.7
44.9
50
49.1
44.9
49.1
47.2
47.2
41.9
41.9
41.9
41.9
0
Mar.
2010
Mar.
Mar.
2010
2011
Mar.
Mar.
2011
2012
Mar.
Dec.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2012
2013
(Restated)
(Restated)
Dec.
2013
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
50
0
(%)
(%)
20
20
15
15
5
5
0
0
50
50
40
40
30
30
20
20
10
10
0
0
80
80
60
60
40
40
20
20
0
0
500
500
0
0
1,200
1,200
1,000
1,000
800
800
600
600
400
400
200
200
0
0
250
250
200
200
150
150
100
100
50
50
0
0
1,000
1,000
500
500
0
0
Consumer Products Business
Consumer Products Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
1,008.0
1,008.0
988.3
988.3
1,005.3
1,005.3
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
150
150
1,091.9
1,091.9
833.2
833.2
103.0
103.0
74.4
74.4
80.5
80.5
85.6
85.6
84.7
84.7
Beauty Care Business
Beauty Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
750
750
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
547.9
547.9
533.5
533.5
537.9
537.9
570.3
570.3
444.4
444.4
21.8
21.8
23.9
23.9
15.4
15.4
4.7
4.7
5.5
5.5
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Human Health Care Business
Human Health Care Business
Fabric and Home Care Business
Fabric and Home Care Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
(Billions of yen)
(Billions of yen)
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
(Billions of yen)
(Billions of yen)
Chemical Business
Chemical Business
Net Sales /
Net Sales /
Operating Income
Operating Income
(Billions of yen)
(Billions of yen)
300
300
210.6
210.6
16.9
16.9
183.2
183.2
181.8
181.8
175.8
175.8
15.3
15.3
14.6
14.6
152.0
152.0
11.5
11.5
9.0
9.0
276.9
276.9
60.7
60.7
279.0
279.0
59.7
59.7
285.6
285.6
311.0
311.0
62.2
62.2
55.5
55.5
236.7
236.7
51.4
51.4
247.6
247.6
232.0
232.0
208.1
208.1
24.1
24.1
23.0
23.0
207.8
207.8
19.7
19.7
261.2
261.2
21.5
21.5
16.8
16.8
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Note: Net sales include intersegment sales.
Note: Net sales include intersegment sales.
Total Assets / Net Worth*
Total Assets / Net Worth*
Total Assets
Total Assets
Net Worth
Net Worth
(Billions of yen)
(Billions of yen)
1,500
1,500
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
150
150
1,065.8
1,065.8
1,022.8
1,022.8
991.3
991.3
1,030.3
1,030.3
1,133.3
1,133.3
100
100
95.3
95.3
97.0
97.0
102.0
102.0
565.1
565.1
528.9
528.9
538.0
538.0
582.7
582.7
628.7
628.7
50
50
44.9
44.9
49.1
49.1
47.2
47.2
41.9
41.9
80.2
80.2
109.5
109.5
63.7
63.7
57.00
57.00
75.4
75.4
58.00
58.00
66.1
66.1
60.00
60.00
62.00
62.00
64.00
64.00
59.7
59.7
61.3
61.3
50.8
50.8
200
200
100
100
0
0
(Yen)
(Yen)
80
80
60
60
40
40
20
20
0
0
(%)
(%)
15
15
10
10
5
5
0
0
40
40
30
30
20
20
10
10
0
0
(%)
(%)
100
100
75
75
50
50
25
25
0
0
(%)
(%)
100
100
80
80
60
60
40
40
20
20
0
0
100
100
50
50
0
0
25
25
20
20
15
15
10
10
5
5
0
0
500
500
250
250
0
0
350
350
300
300
250
250
200
200
150
150
100
100
50
50
0
0
200
200
150
150
100
100
50
50
0
0
Net Sales / Gross Profit Ratio
Net Sales / Gross Profit Ratio
Net Sales (Left)
Net Sales (Left)
Gross Profit Ratio (Right)
Gross Profit Ratio (Right)
Operating Income /
Operating Income /
Operating Income Ratio
Operating Income Ratio
Operating Income (Left)
Operating Income (Left)
Operating Income Ratio (Right)
Operating Income Ratio (Right)
Net Income / Return on Sales
Net Income / Return on Sales
Net Income per Share
Net Income per Share
Net Income (Left)
Net Income (Left)
Return on Sales (Right)
Return on Sales (Right)
(Billions of yen)
(Billions of yen)
1,500
1,500
1,184.4
1,184.4
1,186.8
1,186.8
1,216.1
1,216.1
1,315.2
1,315.2
1,000
1,000
58.4
58.4
58.0
58.0
1,012.6
1,012.6
56.8
56.8
56.3
56.3
56.5
56.5
124.7
124.7
104.6
104.6
108.6
108.6
101.6
101.6
10.0
10.0
8.8
8.8
8.9
8.9
9.5
9.5
10
10
(Billions of yen)
(Billions of yen)
150
150
100
100
94.0
94.0
7.9
7.9
50
50
0
0
(Billions of yen)
(Billions of yen)
80
80
60
60
40
40
20
20
0
0
64.8
64.8
52.4
52.4
52.8
52.8
46.7
46.7
40.5
40.5
3.4
3.4
3.9
3.9
4.3
4.3
5.2
5.2
4.9
4.9
(Yen)
(Yen)
150
150
100
100
50
50
0
0
126.03
126.03
100.46
100.46
101.12
101.12
87.69
87.69
75.57
75.57
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Cash Flows from Investing Activities
2013 of ¥32.00 (US$0.30) per share, an increase of ¥1.00 per
Net cash used in investing activities totaled ¥57.8 billion
share compared with the previous fiscal year. Consequently,
(US$548.2 million). This primarily consisted of ¥55.7 billion for
cash dividends for the fiscal year increased ¥2.00 per share
purchase of property, plant and equipment and ¥4.9 billion for
compared with the previous fiscal period, resulting in a total
purchase of intangible assets.
of ¥64.00 (US$0.61) per share and a consolidated payout ratio
of 50.8 percent.
Cash Flows from Financing Activities
For the fiscal year ending December 31, 2014, the
Net cash used in financing activities totaled ¥67.5 billion
Company plans to pay total cash dividends of ¥68.00
(US$640.1 million). The principal decreases in net cash were
(US$0.65) per share, an increase of ¥4.00 per share compared
¥30.0 billion for purchase of treasury stock and ¥35.0 billion
with the fiscal year ended December 31, 2013. Although the
for payments of cash dividends, including to minority
operating environment is challenging, this plan is in
shareholders. In June 2013, the Company redeemed ¥50.0
accordance with the Company’s basic policies regarding
billion in bonds and issued bonds in the same amount in the
distribution of profits, and free cash flow and other factors
same month to maintain an appropriate capital cost ratio and
have also been taken into consideration. As a result, the
to enhance its financial base for investment in growth.
projected consolidated payout ratio is 46.4 percent.
Basic Policies Regarding Distribution of
Profits and Dividends for the Period
EVA
Net Sales (Left)
Net Sales (Left)
Operating Income (Right)
Operating Income (Right)
In order to achieve profitable growth, the Company secures
management metric, defined as net operating profit after tax
(Billions of yen)
(Billions of yen)
an internal reserve for capital investment and acquisitions
(NOPAT) less a charge for the cost of capital employed in the
Economic Value Added (EVA): is the Kao Group’s main
from a medium-to-long-term management perspective and
business. We believe EVA indicates “true” profit. Continuously
places priority on providing shareholders with steady and
increasing EVA raises corporate value, which is consistent
continuous dividends. In addition, the Company flexibly
with the long-term interest of not only shareholders but other
considers the repurchase of its shares and retirement of
stakeholders as well. The Kao Group aims to conduct business
treasury stock from the standpoint of improving capital
activities that expand the scale of its business while also
efficiency.
increasing EVA, and uses EVA for business performance
In accordance with these policies, the Company announced
evaluation, performance-based compensation and strategic
a year-end dividend for the fiscal year ended December 31,
decision-making. During the fiscal year ended December 31,
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
Cash Dividends per Share /
Cash Dividends per Share /
Payout Ratio
Payout Ratio
Cash Dividends per Share (Left)
Cash Dividends per Share (Left)
Payout Ratio (Right)
Payout Ratio (Right)
EVA*
EVA*
(Year ended March 31, 2000 = 100)
(Year ended March 31, 2000 = 100)
EVA**
EVA**
(Year ended December 31, 2011 = 100)
(Year ended December 31, 2011 = 100)
163
163
154
154
142
142
132
132
134
134
125
125
113
113
120
120
100
100
106
106
95
95
91
91
67
67
200
200
150
150
100
100
50
50
0
0
138
138
112
112
100
100
200
200
150
150
100
100
50
50
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
* Net worth is equity, excluding minority interests and stock
* Net worth is equity, excluding minority interests and stock
acquisition rights.
acquisition rights.
0
0
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
Mar.
Mar.
2000
2000
Mar.
Mar.
2001
2001
Mar.
Mar.
2002
2002
Mar.
Mar.
2003
2003
Mar.
Mar.
2004
2004
Mar.
Mar.
2005
2005
Mar.
Mar.
2006
2006
Mar.
Mar.
2007
2007
Mar.
Mar.
2008
2008
Mar.
Mar.
2009
2009
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2011
2011
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
*EVA (Economic Value Added) is a registered trademark of Stern Stewart & Co.
**Due to the change in the fiscal year end, EVA has been restated on a calendar year basis for periods ended December 31,2011 and 2012.
**Due to the change in the fiscal year end, EVA has been restated on a calendar year basis for periods ended December 31,2011 and 2012.
32 Kao Corporation Annual Report 2013
Cash Flows* /
Cash Flows* /
Capital Expenditures
Capital Expenditures
(Billions of yen)
(Billions of yen)
Cash Flows
Cash Flows
Capital Expenditures
Capital Expenditures
95.3
95.3
97.0
97.0
102.0
102.0
80.2
80.2
109.5
109.5
63.7
63.7
44.9
44.9
49.1
49.1
47.2
47.2
41.9
41.9
Mar.
Mar.
2010
2010
Mar.
Mar.
2011
2011
Mar.
Mar.
2012
2012
Dec.
Dec.
2012
2012
Dec.
Dec.
2013
2013
* Cash flows are defined as net income plus depreciation and
* Cash flows are defined as net income plus depreciation and
amortization minus cash dividends.
amortization minus cash dividends.
(Billions of yen)
(Billions of yen)
120
120
113
113
100
100
100
100
200
200
150
150
50
50
0
0
163
163
154
154
142
142
132
132
134
134
125
125
106
106
91
91
95
95
67
67
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EVE for the the year ended March 31, 2000 = 100)
EVE for the the year ended March 31, 2000 = 100)
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
*EVE (Economic Value Added) is a registered trademark of Stewart & Co.
Management Discussion and Analysis
2013, EVA increased to 138 from 112 in the previous year due
this free cash flow. Investments for mergers and acquisitions
to an increase in NOPAT and measures to reduce capital
and additional capital expenditures for future growth are the
charges, including stock repurchases. EVA is expressed as an
top priorities, followed by stable and continuous dividends.
index with the year ended December 31, 2011 as 100. The Kao
During the fiscal year, Kao Corporation worked to reduce
Group conducted the following EVA-related activities during
invested capital with the repurchase of ¥30.0 billion of its stock
the fiscal year.
from the market. The repurchased shares have been retired.
Kao Corporation increased cash dividends per share for the
Investing for Growth: During the fiscal year ended December
fiscal year by ¥2.00 to ¥64.00 (US$0.61), the 24th consecutive
31, 2013, the Kao Group invested aggressively for future
year of growth in cash dividends.
growth. In Japan, the construction of a new plant for sanitary
* Free cash flow: Net cash provided by operating activities + Net cash
products within the Sakata Plant complex in Sakata, Yamagata
Prefecture is under way. The new plant is intended to
used in investing activities
reinforce the Kao Group’s stable supply structure to address
Business Risks and Other Risks
the rapid increase in demand for Merries baby diapers in
Japan and overseas. Investment in the building and new
facilities at the plant totaled approximately ¥5.0 billion. In
China, a plant for diapers started operations and the Kao
Group began sales targeting the middle-class consumer
segment. Research and development expenditures were
¥49.7 billion (US$471.1 million), the equivalent of 3.8 percent
of net sales.
Increasing Profit: During the fiscal year ended December 31,
2013, sales volume grew from strong performance by Merries
baby diapers and Attack laundry detergents. Sales increased
with the launch in Japan of an ultra-concentrated liquid
laundry detergent that can significantly reduce washing time,
while in Asia, Attack laundry detergents sold strongly in
Indonesia and Thailand and the Kao Group launched a laundry
detergent with strengthened antibacterial properties in Taiwan
and Hong Kong. Sales in Japan of a fabric softener that
releases additional fresh fragrance upon sensing perspiration,
other moisture or motion, were also favorable. Sales of baby
diapers grew in Japan, China and Russia, contributing to
improvement in NOPAT. In the Chemical Business, sales
volume increased following capacity expansion of facilities for
Various risks arise in the course of a company’s business. The
Kao Group takes reasonable measures to mitigate risks by
preventing the occurrence of, diversifying and hedging them.
However, unanticipated situations may occur that exert a
significant impact on the Kao Group’s business results and
financial condition. The risks described below are not a
comprehensive list of risks the Kao Group faces. Other risks
exist and may have an impact on investment decisions.
Any statements below concerning the future are judgments
made by Kao Corporation as of the submission of its securities
report to the Ministry of Finance on March 28, 2014.
(1) Market and Consumer Demand
The Japanese consumer products market, the foundation of
the Kao Group’s operations, has been sluggish in recent
years, due to economic stagnation as well as changes in the
Kao Group’s customer base as a consequence of the declining
birth rate and aging society. Utilizing the changes in the values
of its customer base, the Kao Group aims to respond to
consumers’ needs by applying its comprehensive Yoki-
Monozukuri (see note on page 26) capabilities and working to
develop value-added products to maintain and improve its
brand values. However, a number of factors could cause
fatty alcohols. Moreover, ongoing total cost reduction
uncertainties in the Kao Group’s business activities, delaying
activities cut costs by ¥9.0 billion (US$85.4 million). On the
an adequate response to these changes. This could have a
other hand, NOPAT was negatively affected by losses related
gradual impact on the Kao Group’s business results and
to the Kanebo Cosmetics voluntary recall.
financial condition.
Financial Improvement: Free cash flow* totaled ¥121.0
(2) Cosmetics Business
billion (US$1,147.8 million) for the fiscal year ended December
The Kao Group operates the cosmetics business, where it is
31, 2013. The Kao Group has set priorities for how it will deploy
difficult to attain significant results using the business model
Kao Corporation Annual Report 2013 33
it has developed to date, due to intensifying competition in
However, results may not meet the initial intentions due to
Japan and overseas from competitors in the same industries
reasons including a lack of consumer acceptance of new
and the entrance of new companies from other industries, as
products’ environmental technologies or a lack of distinct
well as changes in consumer purchasing attitudes
advantage over other companies’ products. This could have an
accompanied by substantial changes in retail channels. The
impact on the Kao Group’s business results and financial
Kao Group is rebuilding its cosmetics business in Japan
condition.
through initiatives including brand and marketing reform.
However, a delay in appropriate response could have an
(6) Raw Material Prices
impact on the Kao Group’s business results and financial
Market prices for fats and oils used as raw materials for
condition.
products of the Kao Group and petroleum-related raw
materials may change for various reasons including
(3) Distributors and Retailers
geopolitical risks, the balance between supply and demand,
The Kao Group is highly dependent on the Japanese market.
abnormal weather and exchange rate fluctuations. The Kao
Particularly in the consumer products business in Japan, the
Group has moved to reduce the effect of increases in raw
progress of new groups of retailers due to merger and
material prices through measures including cost reductions
integration, changes in sales channels and the appearance of
and passing on increases in raw material costs into product
new distributors in response to changes in consumer activity
prices. However, unexpectedly radical changes in market
could affect the Kao Group’s sales activities. The Kao Group is
conditions and pricing could have an impact on the Kao
offering proposals and conducting activities that correspond to
Group’s business results and financial condition.
these changes in the retail environment. Nevertheless, a delay
in appropriate response could have a gradual impact on the
(7) Product Quality
Kao Group’s business results and financial condition.
The Kao Group designs and manufactures products from the
viewpoint of consumers, in compliance with related laws and
(4) Overseas Operations
regulations and voluntary standards. In the development
As one of its growth strategies, the Kao Group is conducting
stage prior to market launch, the Kao Group conducts
operations in markets in Asia, the Americas and Europe, with
thorough safety testing and survey research to confirm the
a particular emphasis on strengthening its operations in
safety of products. After market launch, the Kao Group works
countries where higher economic growth rates and market
to further improve quality by incorporating the opinions and
expansion are forecast. However, the possible occurrence of
desires of consumers through its consumer communication
factors such as a slowdown in economic growth and uncertain
centers. However, the unanticipated occurrence of a serious
political or social conditions in the course of business could
quality problem or concerns about product safety or reliability
have an impact on the Kao Group’s business results and
resulting from new scientific knowledge would not only cause
financial condition. In addition, factors such as competition,
difficulties for the relevant brand, but would also have a major
cost management, distribution, and relationships with vendors
impact on the reputation of all of the Kao Group’s products.
may not go as planned. This could have an impact on the Kao
This could have an impact on the Kao Group’s business
Group’s business results and financial condition.
results and financial condition.
(5) Environmental Activities
(8) Earthquakes and Other Incidents
The Kao Group works for both business growth and “eco-
The Kao Group has implemented earthquake resistance
innovation” by developing products with high environmental
diagnoses, seismic retrofitting, emergency drills simulating
value that conserve water and other resources, as well as
crisis situations, and systems to confirm employee safety at
focusing on using raw materials that are low in greenhouse
all of its production facilities and primary offices in Japan, and
gas emission volumes or recyclable, conserving energy in
has promoted the formulation of a business continuity plan
production and distribution, and employing renewable energy,
(BCP). The Kao Group is currently planning to strengthen its
in addition to their original product quality and performance.
disaster countermeasures, including reviewing its measures
34 Kao Corporation Annual Report 2013
Management Discussion and Analysis
to respond to risks and reinforcing its BCP. In spite of these
(11) Human Resources
measures, however, in the event of an earthquake on a scale
Securing capable human resources is indispensable to achieve
beyond our assumptions and the consequent damage, the
the Kao Group’s business goals. Hiring, developing and
Kao Group’s ability to secure raw materials, maintain
retaining human resources with advanced expertise to
production, or supply products to the market may be
implement R&D, production of technologies, market planning
disrupted, or demand trends could change significantly due to
and sales activities are necessary to the Yoki-Monozukuri that
a worsening economic environment, which could have a
consumers consistently support. However, an inability to
serious impact on the Kao Group’s business results and
secure superior human resources due to changes in
financial condition. Furthermore, impediments to continuing
employment conditions or other factors could have an impact
production, securing raw materials, or supplying products to
on the Kao Group’s business results and financial condition.
markets due to factors including a fire or explosion at
production facilities, information system malfunction,
(12) Legal and Regulatory Issues
problems at a supplier of raw materials, dysfunction of social
In the course of its business activities, the Kao Group must
infrastructures such as electric power and water,
comply with a variety of laws and regulations concerning
environmental pollution from radioactive materials or other
areas such as standards for product quality and safety, the
harmful substances, terrorism, political change, riots and
environment and chemical substances, as well as accounting
other incidents could have a serious impact on the Kao
standards, tax law and regulations related to labor and
Group’s business results and financial condition.
transactions. The Kao Group has constructed a compliance
system and strives to comply with all related laws and
(9) Currency Exchange Rate Fluctuations
regulations. However, a serious legal violation, change in
Foreign currency-denominated transactions are affected by
current laws and regulations, or new laws and regulations
changes in currency exchange rates. The Kao Group hedges
could restrict the Kao Group’s business activities, require
foreign exchange risk through various measures such as
investment for compliance, or otherwise affect the Kao
settlement of transactions through foreign currency accounts,
Group. This could have an impact on the Kao Group’s business
foreign exchange contracts, and currency swaps to mitigate
results and financial condition.
the effect on business results. The Kao Group does not
engage in derivative transactions for the purpose of
speculation. However, items denominated in local currencies,
including the sales, expenses and assets of overseas
consolidated subsidiaries, are translated into Japanese yen for
preparation of the consolidated financial statements. If the
exchange rate at the time of conversion differs substantially
from the expected rate, the value after translation into yen will
change significantly, which will have an impact on the Kao
Group’s business results and financial condition.
(10) Impairment
The Kao Group records various tangible and intangible fixed
assets and deferred tax assets including assets used in the
course of business and goodwill incurred in corporate
acquisitions. Impairment of or increase in valuation allowance
for these assets may be required if cash flow does not meet
expectations due to trends in future business results, decline
in market value or other factors. This accounting treatment
could have an impact on the Kao Group’s business results and
financial condition.
Kao Corporation Annual Report 2013 35
Consolidated Balance Sheet
Kao Corporation and Consolidated Subsidiaries
December 31, 2013 and 2012
Assets
Current assets:
Cash and time deposits (Notes 3 and 16) ..................................................
Short-term investments (Notes 3, 4 and 16) ..............................................
Notes and accounts receivable (Note 16):
Millions of yen
Dec.
2013
Dec.
2012
Thousands of
U.S. dollars (Note 2)
Dec.
2013
¥ 126,314
101,645
¥ 99,334
68,443
$ 1,198,539
964,465
........................................................................................
Trade (Note 5)
Nonconsolidated subsidiaries and affiliates
............................................
Other ......................................................................................................
Inventories:
Finished goods
Work in process and raw materials
.......................................................................................
........................................................
Deferred tax assets (Note 6) ......................................................................
Other current assets ..................................................................................
Allowance for doubtful receivables (Note 16) .............................................
............................................................................
Total current assets
180,603
2,372
4,011
99,453
39,655
22,736
18,845
(1,669)
593,965
162,866
2,693
4,370
84,712
37,495
17,002
17,841
(1,349)
493,407
Property, plant and equipment:
Land...........................................................................................................
Buildings and structures ............................................................................
Machinery, equipment and other ...............................................................
Lease assets (Note 7) ................................................................................
Construction in progress ............................................................................
Total ....................................................................................................
Accumulated depreciation .........................................................................
.....................................................
Net property, plant and equipment
64,900
354,012
747,947
12,049
22,945
1,201,853
(924,569)
277,284
64,807
332,690
715,094
11,889
16,777
1,141,257
(888,913)
252,344
1,713,664
22,507
38,059
943,666
376,269
215,732
178,810
(15,836)
5,635,875
615,808
3,359,066
7,096,945
114,328
217,715
11,403,862
(8,772,834)
2,631,028
Intangible assets:
Goodwill ....................................................................................................
Trademarks ................................................................................................
Other intangible assets ..............................................................................
........................................................................
Total intangible assets
152,286
28,498
11,834
192,618
159,165
41,851
14,907
215,923
1,444,976
270,405
112,288
1,827,669
Investments and other assets:
Investment securities (Notes 4 and 16) .....................................................
Investments in and advances to nonconsolidated
subsidiaries and affiliates
.......................................................................
Deferred tax assets (Note 6) ......................................................................
Other assets (Note 8) ................................................................................
....................................................
Total investments and other assets
10,776
7,670
102,249
7,275
23,985
27,373
69,409
¥1,133,276
7,452
28,282
25,269
68,673
¥1,030,347
69,029
227,583
259,731
658,592
$10,753,164
See Notes to Consolidated Financial Statements.
36 Kao Corporation Annual Report 2013
Liabilities and Equity
Current liabilities:
Short-term debt (Notes 5 and 16) ...................................................................
Current portion of long-term debt (Notes 5 and 16) ........................................
Notes and accounts payable (Note 16):
Trade ...........................................................................................................
Nonconsolidated subsidiaries and affiliates .................................................
Other ...........................................................................................................
Income taxes payable (Note 16) .....................................................................
Accrued expenses ..........................................................................................
Other current liabilities (Notes 5 and 6) ..........................................................
Total current liabilities ..............................................................................
Long-term liabilities:
Long-term debt (Notes 5 and 16) ....................................................................
Liability for retirement benefits (Note 8) .........................................................
Other (Notes 5 and 6) .....................................................................................
Total long-term liabilities ..........................................................................
Commitments and contingent liabilities (Notes 7, 9 and 17)
Equity (Notes 10 and 11):
Common stock:
Authorized — 1,000,000,000 shares in Dec. 2013 and Dec. 2012
Issued — 516,000,000 shares in Dec. 2013 and 526,212,501 shares in Dec. 2012 ...
Capital surplus .................................................................................................
Stock acquisition rights ...................................................................................
Retained earnings ...........................................................................................
Treasury stock, at cost
Millions of yen
Dec.
2013
Dec.
2012
Thousands of
U.S. dollars (Note 2)
Dec.
2013
¥ 1,278
21,256
¥ 3,115
50,803
$ 12,126
201,689
112,972
6,596
51,322
32,322
91,006
21,562
338,314
84,916
48,847
18,559
152,322
103,430
5,824
47,907
11,658
74,209
18,928
315,874
56,072
45,717
16,601
118,390
1,071,943
62,587
486,972
306,689
863,516
204,593
3,210,115
805,731
463,488
176,098
1,445,317
85,424
109,561
1,120
471,383
85,424
109,561
1,294
468,019
810,551
1,039,577
10,627
4,472,749
(3,829,950 shares in Dec. 2013 and 4,368,145 shares in Dec. 2012) ............
(9,397)
(8,985)
(89,164)
Accumulated other comprehensive income
Unrealized gain on available-for-sale securities ...........................................
Deferred gain (loss) on derivatives under hedge accounting ......................
Foreign currency translation adjustments ...................................................
Post retirement liability adjustments for foreign consolidated subsidiaries ...
Total .........................................................................................................
Minority interests ............................................................................................
Total equity ..............................................................................................
See notes to consolidated financial statements.
4,733
12
(28,416)
(4,590)
629,830
12,810
642,640
¥1,133,276
2,447
6
(71,872)
(1,901)
583,993
12,090
596,083
¥1,030,347
44,909
114
(269,627)
(43,553)
5,976,183
121,549
6,097,732
$10,753,164
Kao Corporation Annual Report 2013 37
Consolidated Statement of Income
Kao Corporation and Consolidated Subsidiaries
Year ended December 31, 2013 and period ended December 31, 2012
Millions of yen
Dec.
2013
Dec.
2012
Thousands of
U.S. dollars (Note 2)
Dec.
2013
Net sales (Note 13) ............................................................................................
¥1,315,217
¥1,012,595
$12,479,524
Cost of sales .....................................................................................................
Gross profit .....................................................................................................
Selling, general and administrative expenses (Note 14) ...............................
Operating income (Note 13) ............................................................................
Other income (expenses):
Interest and dividend income ..........................................................................
Interest expense ............................................................................................
Foreign currency exchange gain (loss) ............................................................
Equity in earnings (losses) of nonconsolidated subsidiaries and affiliates ......
Other, net (Note 15) ........................................................................................
Other income (expenses), net .....................................................................
572,769
742,448
617,792
124,656
1,133
(1,213)
(320)
2,272
(11,589)
(9,717)
442,522
570,073
468,506
101,567
1,011
(1,181)
(280)
1,710
(523)
737
5,434,757
7,044,767
5,861,960
1,182,807
10,751
(11,510)
(3,037)
21,558
(109,963)
(92,201)
Income before income taxes and minority interests .....................................
114,939
102,304
1,090,606
Income taxes (Note 6):
Current ............................................................................................................
Deferred ..........................................................................................................
Total income taxes ......................................................................................
50,752
(1,619)
49,133
32,550
15,619
48,169
481,564
(15,363)
466,201
Income before minority interests ....................................................................
65,806
54,135
624,405
Minority interests in earnings of consolidated subsidiaries ............................
1,042
1,370
9,887
Net income ........................................................................................................
¥ 64,764
¥ 52,765
$ 614,518
Per share of common stock (Notes 1.u and 18):
Basic net income ............................................................................................
Diluted net income ..........................................................................................
Cash dividends applicable to the year .............................................................
Yen
¥126.03
125.89
64.00
¥101.12
101.08
62.00
U.S. dollars (Note 2)
$1.20
1.19
0.61
See Notes to Consolidated Financial Statements.
38 Kao Corporation Annual Report 2013
Consolidated Statement of Comprehensive Income
Kao Corporation and Consolidated Subsidiaries
Year ended December 31, 2013 and period ended December 31, 2012
Millions of yen
Dec.
2013
Dec.
2012
Thousands of
U.S. dollars (Note 2)
Dec.
2013
Income before minority interests .......................................................................
¥ 65,806
¥54,135
$ 624,405
Other comprehensive income (Note 12)
Unrealized gain (loss) on available-for-sale securities .........................................
Foreign currency translation adjustments ..........................................................
Share of other comprehensive income in affiliates ............................................
Post retirement liability adjustments for foreign consolidated subsidiaries .......
Total other comprehensive income ................................................................
2,044
44,201
335
(2,759)
43,821
141
25,315
137
(204)
25,389
19,395
419,403
3,179
(26,179)
415,798
Comprehensive income ......................................................................................
¥109,627
¥79,524
$1,040,203
Comprehensive income attributable to:
Shareholders of Kao Corporation .......................................................................
Minority interests ...............................................................................................
¥107,823
1,804
¥76,956
2,568
$1,023,086
17,117
See Notes to Consolidated Financial Statements.
Kao Corporation Annual Report 2013 39
Consolidated Statement of Changes in Equity
Kao Corporation and Consolidated Subsidiaries
Year ended December 31, 2013 and period ended December 31, 2012
Thousands
Outstanding
number of
shares of
common
stock
Common
stock
Capital
surplus
Stock
acquisition
rights
Retained
earnings
521,810
¥85,424 ¥109,561
¥1,238 ¥447,619
52,765
Millions of yen
Unrealized
gain on
available-
for-sale
securities
Deferred
gain (loss) on
derivatives
under hedge
accounting
Foreign
currency
translation
adjustments
Post retirement
liability
adjustments
for foreign
consolidated
subsidiaries
Treasury
stock, at
cost
¥2,283
¥ (3)
¥(96,094)
¥(1,697)
¥ (9,064)
(3)
37
521,844
85,424
109,561
56
1,294
(9,999)
325
(32,353)
(12)
468,019
(19)
64,764
(32,564)
(79)
(28,738)
164
2,447
9
6
24,222
(71,872)
(204)
(1,901)
(6)
85
(8,985)
(30,038)
888
28,738
512,170
¥85,424 ¥109,561
(174)
¥1,120
¥471,383
2,286
¥4,733
6
¥12
43,456
¥(28,416)
(2,689)
¥(4,590)
¥ (9,397)
Total
Minority
interests
Total
equity
¥539,267
52,765
¥10,437 ¥549,704
52,765
(32,353)
(6)
73
24,247
583,993
(19)
64,764
(32,564)
(30,038)
809
—
42,885
¥629,830
1,653
12,090
(32,353)
(6)
73
25,900
596,083
(19)
64,764
(32,564)
(30,038)
809
—
43,605
¥12,810 ¥642,640
720
Thousands
Outstanding
number of
shares of
common
stock
Common
stock
Capital
surplus
Stock
acquisition
rights
Retained
earnings
Thousands of U.S. dollars (Note 2)
Unrealized
gain on
available-
for-sale
securities
Deferred
gain (loss) on
derivatives
under hedge
accounting
Foreign
currency
translation
adjustments
Post retirement
liability
adjustments
for foreign
consolidated
subsidiaries
Treasury
stock, at
cost
Total
Minority
interests
Total
equity
521,844
$810,551 $1,039,577
$12,278 $4,440,829
$23,218
$ 57 $(681,962)
$(18,038) $ (85,254) $5,541,256 $114,717 $5,655,973
(9,999)
325
(180)
614,518
(308,986)
(750)
(272,682)
512,170
$810,551 $1,039,577
$10,627 $4,472,749
(1,651)
21,691
$44,909
57
412,335
$114 $(269,627)
(180)
614,518
(180)
614,518
(308,986)
(308,986)
(285,018)
(285,018)
7,676
7,676
—
—
413,749
406,917
(25,515)
$(43,553) $ (89,164) $5,976,183 $121,549 $6,097,732
(285,018)
8,426
272,682
6,832
Balance at April 1, 2012 ..............
Net income ...........................
Cash dividends,
¥62.00 per share .................
Purchase of treasury stock .....
Disposal of treasury stock ......
Net change in the year ...........
Balance at December 31, 2012 ...
Adjustment of retained
earnings for newly
consolidated subsidiaries ....
Net income ............................
Cash dividends,
¥63.00 per share .................
Purchase of treasury stock .....
Disposal of treasury stock ......
Retirement of treasury stock ...
Net change in the year ...........
Balance at December 31, 2013 ...
Balance at December 31, 2012 ...
Adjustment of retained
earnings for newly
consolidated subsidiaries ....
Net income ............................
Cash dividends,
US$0.60 per share ..............
Purchase of treasury stock .....
Disposal of treasury stock ......
Retirement of treasury stock ...
Net change in the year ...........
Balance at December 31, 2013 ...
See Notes to Consolidated Financial Statements.
40 Kao Corporation Annual Report 2013
Consolidated Statement of Cash Flows
Kao Corporation and Consolidated Subsidiaries
Year ended December 31, 2013 and period ended December 31, 2012
Millions of yen
Dec.
2013
Dec.
2012
Thousands of
U.S. dollars (Note 2)
Dec.
2013
Operating activities:
Income before income taxes and minority interests ......................................
¥114,939
¥102,304
$1,090,606
Adjustments for:
Income taxes paid .......................................................................................
Depreciation and amortization .....................................................................
(Gain) loss on sales or disposals of property, plant and equipment, net .....
(Gain) loss on transfer of business ..............................................................
Equity in (earnings) losses of nonconsolidated subsidiaries and affiliates ..
Unrealized foreign currency exchange (gain) loss .......................................
Change in trade receivables ........................................................................
Change in inventories ..................................................................................
Change in trade payables ............................................................................
Change in notes and accounts payable - other and accrued expenses .......
Other, net ....................................................................................................
Net cash provided by operating activities ................................................
Investing activities:
Payments into time deposits ..........................................................................
Proceeds from withdrawal of time deposits ...................................................
Purchase of short-term investments ...............................................................
Proceeds from the redemption and sales of short-term investments ............
Purchase of property, plant and equipment ....................................................
Purchase of intangible assets .........................................................................
Increase in investments in and advances to nonconsolidated
subsidiaries and affiliates ..............................................................................
Payment for purchase of newly consolidated
subsidiaries, net of cash acquired .................................................................
Other, net ........................................................................................................
Net cash used in investing activities ........................................................
Financing activities:
Increase (decrease) in short-term debt ...........................................................
Proceeds from long-term loans .......................................................................
Repayments of long-term loans .....................................................................
Proceeds from issuance of bonds ................................................................
Redemption of bonds ....................................................................................
Purchase of treasury stock .............................................................................
Payments of cash dividends ...........................................................................
Other, net ........................................................................................................
Net cash used in financing activities ........................................................
(29,829)
77,297
2,644
(350)
(2,272)
381
(2,415)
(5,405)
3,505
16,819
3,431
178,745
(4,802)
7,190
(7,998)
13,000
(55,672)
(4,882)
(40,105)
59,788
2,082
—
(1,710)
(1,389)
(12,395)
5,083
(9,637)
(117)
(6,547)
97,357
(1,939)
4,400
(10,000)
5,078
(34,555)
(2,595)
(283,034)
733,438
25,088
(3,321)
(21,558)
3,615
(22,915)
(51,286)
33,257
159,588
32,556
1,696,034
(45,564)
68,223
(75,890)
123,351
(528,247)
(46,323)
(1)
(949)
(9)
(891)
(3,722)
(57,778)
(2,311)
19
(9)
50,000
(50,000)
(30,039)
(34,985)
(134)
(67,459)
—
(4,081)
(44,641)
717
217
(205)
—
—
(7)
(33,513)
763
(32,028)
(8,454)
(35,317)
(548,230)
(21,928)
180
(85)
474,428
(474,428)
(285,027)
(331,957)
(1,272)
(640,089)
Translation adjustments on cash and cash equivalents ...............................
Net increase (decrease) in cash and cash equivalents ..................................
Cash and cash equivalents, beginning of year (Note 3) .................................
Cash and cash equivalents of newly consolidated subsidiaries, increase ..
Cash and cash equivalents, end of year (Note 3) ...........................................
13,032
66,540
160,435
623
¥227,598
9,702
30,390
129,737
308
¥160,435
123,655
631,370
1,522,298
5,911
$2,159,579
See Notes to Consolidated Financial Statements.
Kao Corporation Annual Report 2013 41
Notes to Consolidated Financial Statements
Kao Corporation and Consolidated Subsidiaries
Year ended December 31, 2013 and period ended December 31, 2012
1
Summary of Significant Accounting Policies
a) Basis of presenting consolidated financial statements
The accompanying consolidated financial statements have been
prepared in accordance with the provisions set forth in the
Japanese Financial Instruments and Exchange Law 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 application and disclosure
requirements of International Financial Reporting Standards.
In preparing the consolidated financial statements, certain
reclassifications and rearrangements have been made to the
consolidated financial statements issued in Japan in order to
present them in a form that is more familiar to readers outside
Japan. Certain financial statement items of prior fiscal period
were reclassified to conform to the presentation for current
fiscal year.
The preparation of financial statements in accordance with
generally accepted accounting principles requires management to
make estimates and assumptions that affect the reported
amounts of assets, liabilities and disclosure of contingent assets
and liabilities at the date of the financial statements and the
reported amounts of revenues and expenses during the reporting
period. Actual results could differ from these estimates.
b) Change in fiscal year
Kao Corporation (the “Company”) changed its fiscal year end from
March 31 to December 31 by the resolution of the 106th Annual
General Meeting of Shareholders held on June 28, 2012 to
promote integrated management of its global business and to
further enhance management transparency through timely and
accurate disclosure of management information. The prior fiscal
period, which is a transitional period for the change in the fiscal
year, is the nine-month period from April 1, 2012 to December 31,
2012 due to this change.
Accordingly, the closing date of the consolidated subsidiaries is
the same as the consolidated closing date. Consolidated financial
statements for the period ended December 31, 2012 are prepared
based on the nine-month fiscal period from April 1, 2012 to
December 31, 2012, of 10 consolidated subsidiaries, whose
closing date was March 31, and the twelve-month fiscal period,
from January 1, 2012 to December 31, 2012, of the other 83
consolidated subsidiaries.
c) Consolidation and accounting for investments in
nonconsolidated subsidiaries and affiliates
The accompanying consolidated financial statements include the
accounts of the Company and its significant subsidiaries
(collectively, the “Companies”). Investments in most of the
nonconsolidated subsidiaries and affiliates over which the
Companies have the ability to exercise significant influence
(mainly 20-50 percent owned companies) are accounted for using
the equity method.
Under the control or influence concept, companies in which the
parent company and/or its consolidated subsidiaries, directly or
indirectly, are able to exercise control over operations are fully
consolidated, and other companies over which the Company and/
or its consolidated subsidiaries have the ability to exercise
significant influence are accounted for using the equity method.
Investments in the remaining subsidiaries and affiliates are
stated at cost except for write-downs recorded for the value of
42 Kao Corporation Annual Report 2013
investments that have been permanently impaired. If the equity
method of accounting had been applied to these investments, the
effect on the accompanying consolidated financial statements
would not be material.
All significant intercompany balances and transactions have
been eliminated in consolidation. All material unrealized profit
included in assets resulting from transactions within the
Companies is eliminated. The excess of cost of investments in
the subsidiaries and affiliates over the fair value of the net assets
of the acquired subsidiary and affiliate at the dates of acquisition,
consolidation goodwill, is being amortized over an estimated
period not exceeding 20 years, or 5 years in situations in which
the useful lives cannot be estimated.
d) Unification of accounting policies applied to foreign
subsidiaries for the consolidated financial statements
The accounting standard for unification of accounting policies
applied to foreign subsidiaries for the consolidated financial
statements requires: (1) 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, (2) financial statements prepared by foreign
subsidiaries in accordance with either International Financial
Reporting Standards or the generally accepted accounting
principles in the United States of America tentatively may be used
for the consolidation process, (3) however, the following items
should be adjusted in the consolidation process so that net
income is accounted for in accordance with Japanese GAAP,
unless they are not material:
1) Amortization of goodwill
2) Scheduled amortization of actuarial gain or loss of pensions
that has been directly recorded in equity
3) Expensing capitalized development costs of R&D
4) Cancellation of the fair value model accounting for property,
plant, and equipment and investment properties and
incorporation of the cost model accounting
5) Exclusion of minority interests from net income, if contained
e) Unification of accounting policies applied to foreign
affiliated companies for the equity method
The accounting standard requires adjustments to be made to
conform the affiliate’s accounting policies for similar transactions
and events under similar circumstances to those of the parent
company when the affiliate’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 affiliated companies in accordance with either
International Financial Reporting Standards or the generally
accepted accounting principles in the United States 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:
1) Amortization of goodwill
2) Scheduled amortization of actuarial gain or loss on pensions
that has been directly recorded in equity
3) Expensing capitalized development costs of R&D
4) Cancellation of the fair value model accounting for property,
plant, and equipment and investment properties and
incorporation of the cost model accounting
5) Exclusion of minority interests from net income, if contained
f) Business combinations
The accounting standard for business combinations requires
companies to account for business combinations in accordance
with the following policies:
1) Business combinations should be accounted for by the
purchase method except combinations of entities under
common control and joint ventures.
2) In-process research and development (IPR&D) acquired in the
business combination should be capitalized as an intangible
asset.
3) The acquirer should recognize the bargain purchase gain in
profit or loss immediately on the acquisition date after
reassessing and confirming that all of the assets acquired and
all of the liabilities assumed have been identified after a
review of the procedures used in the purchase allocation.
Under the accounting standard for business separations, in a
business separation where the interests of the investor no longer
continue and the investment is settled, the difference between
the fair value of the consideration received for the transferred
business and the book value of net assets transferred to the
separated business is recognized as a gain or loss on business
separation in the statement of income. In a business separation
where the interests of the investor continue and the investment
is not settled, no such gain or loss on business separation is
recognized.
g) Cash equivalents
For purposes of the statement of cash flows, 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, commercial paper,
investment trusts in bonds and receivables that are represented
as short-term investments, all of which mature or become due
within three months of the date of acquisition.
h) Inventories
The accounting standard for measurement of inventories requires
that inventories held for sale in the ordinary course of business be
measured at the lower of cost or net selling value, which is
defined as the selling price less additional estimated manufacturing
costs and estimated direct selling expenses. The replacement cost
may be used in place of the net selling value, if appropriate.
Cost of inventories is determined principally by the average
method. The cost of inventories held by certain foreign
consolidated subsidiaries is determined by the first-in, first-out
method.
i) Short-term investments and investment securities
Short-term investments and investment securities are classified
and accounted for, depending on management’s intent, as
follows: i) held-to-maturity debt securities, which are expected to
be held to maturity with the positive intent and ability to hold to
maturity, are reported at amortized cost and ii) available-for-sale
securities, which are not classified as the aforementioned
securities, are reported at fair value, with unrealized gains and
losses, net of applicable taxes, reported in a separate component
of equity.
Non-marketable available-for-sale securities are stated at cost
determined by the moving-average method.
For other than temporary declines in fair value, investment
securities are reduced to net realizable value by a charge to
income.
j) Property, plant and equipment
Property, plant and equipment are stated at cost. Depreciation of
property, plant and equipment is computed under the straight-line
method over the estimated useful lives, principally ranging from
21 to 35 years for buildings and structures and 7 or 9 years for
machinery and equipment.
k) Intangible assets
Goodwill and trademarks are amortized on a straight-line basis
over 15 or 20 years, and 10 years, respectively.
l) Long-lived assets
The Companies review their long-lived assets for impairment
whenever events or changes in circumstances indicate the
carrying amount of an asset or asset group may not be
recoverable. An impairment loss would be 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.
m) Retirement and pension plans
The Company and most domestic consolidated subsidiaries have
a cash balance plan and a defined contribution pension plan
covering substantially all of their employees. The cash balance
plan is linked to market interest rates and treated as a defined
benefit plan. The pension plan also covers employees of certain
nonconsolidated subsidiaries and affiliates in Japan. In addition,
these companies may pay an early retirement allowance to early
retired employees.
Certain domestic consolidated subsidiaries have a defined
benefit plan that provides for a lump-sum payment to terminated
employees. The subsidiaries may pay an additional lump-sum
payment that is not subject to actuarial calculations under the
accounting standard for retirement benefits.
Certain foreign subsidiaries have a defined contribution plan
and/or a defined benefit plan. Some of these foreign subsidiaries
apply the “corridor approach” in calculating actuarial gain or loss.
Certain foreign subsidiaries also have local employees’
retirement benefit plans and provide for the amount to recognize
the liability for these employees’ retirement benefits, primarily
determined on an actuarial basis.
The unrecognized transitional obligation, the unrecognized net
actuarial gain or loss and the unrecognized prior service cost are
being amortized over 15, 10 and 15 years, respectively. These
amortizations are recognized in cost of sales and selling, general
and administrative expenses in the consolidated statement of
income.
Kao Corporation Annual Report 2013 43
n) Asset retirement obligations
The accounting standard for asset retirement obligations defines
an asset retirement obligation as a legal obligation imposed either
by law or contract that results from the acquisition, construction,
development and the 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 increase or a decrease in the carrying amount
of the liability and the capitalized amount of the related asset
retirement cost.
o) Stock options
The accounting standard for stock options requires companies to
recognize compensation expense for employee stock options
based on the fair value at the date of grant and over the vesting
period as consideration for receiving goods or services. The
standard also requires companies to account for stock options
granted to non-employees based on the fair value of either the
stock option or the goods or services received. In the balance
sheet, the stock option is presented as a stock acquisition right as
a separate component of equity until exercised. The standard
covers equity-settled, share-based payment transactions, but
does not cover cash-settled, share-based payment transactions. In
addition, the standard allows unlisted companies to measure
options at their intrinsic value if they cannot reliably estimate fair
value.
p) Leases
The accounting standard for lease transactions requires that all
finance lease transactions should be capitalized to recognize lease
assets and lease obligations in the balance sheet. In addition, the
accounting standard permits leases which do not transfer
ownership of the leased property to the lessee to be measured at
the obligations under finance leases less interest expense and
recorded as acquisition cost of lease assets.
All other leases are accounted for as operating leases.
q) Income taxes
The Companies provide for income taxes applicable to all items
included in the consolidated statements of income regardless of
when such taxes are payable. Income taxes based on temporary
differences between tax and financial reporting purposes are
reflected as deferred income taxes in the consolidated financial
statements using the asset and liability method.
The Company and certain subsidiaries file tax returns under the
consolidated taxation system, which allows tax payments to be
based on the combined profits or losses.
44 Kao Corporation Annual Report 2013
r) 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 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 foreign exchange derivatives.
s) 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. Differences arising from
such translation are shown as “Foreign currency translation
adjustments” in a separate component of equity. Revenue and
expense accounts of the consolidated foreign subsidiaries are
translated into Japanese yen at the average exchange rate.
t) Derivatives and hedging activities
The Companies use derivative financial instruments to manage
their exposures to fluctuations in foreign exchange and interest
rates. Foreign exchange forward contracts, foreign currency
swaps and interest rate swaps are utilized by the Companies to
reduce foreign currency exchange and interest rate risks. The
Companies do not enter into derivatives for trading purposes or
speculative purposes.
Derivative financial instruments and foreign currency
transactions are classified and accounted for as follows: a) all
derivatives are recognized as either assets or liabilities and
measured at fair value, and gains or losses on derivative
transactions are recognized in the consolidated statements of
income, and b) for derivatives used for hedging purposes, if
derivatives qualify for hedge accounting because of high
correlation and effectiveness between the hedging instruments
and the hedged items, gains or losses on derivatives are deferred
until maturity of the hedged transactions.
Short-term and long-term loan receivables denominated in
foreign currencies, for which foreign exchange forward contracts
or foreign currency swaps are used to hedge the foreign currency
fluctuations, are translated at the contracted rate if the forward
contracts or the swap contracts qualify for specific hedge
accounting.
The interest rate swaps which 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 are recognized and included in interest expense or
income as incurred.
u) Per share information
Basic net income per 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 income per share of common stock reflects the
potential dilution that could occur if securities or other contracts
to issue common stock were converted or exercised into
common stock or resulted in the issuance of common stock.
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
the year.
Notes to Consolidated Financial Statements
v) Accounting changes and error corrections
The accounting standard for accounting changes and error
corrections requires the following:
1) Changes in Accounting Policies
When a new accounting policy is applied following revision of
an accounting standard, the new policy is applied
retrospectively unless the revised accounting standard
includes specific transitional provisions in which case the
entity shall comply with the specific transitional provisions.
2) Changes in Presentations
When the presentation of financial statements is changed,
prior period financial statements are reclassified in accordance
with the new presentation.
3) Changes in Accounting Estimates
A change in an accounting estimate is accounted for in the
period of the change if the change affects that period only,
and is accounted for prospectively if the change affects both
the period of the change and future periods.
4) Corrections of Prior Period Errors
When an error in prior period financial statements is
discovered, those statements are restated.
w) Changes in accounting principles that are difficult to
distinguish from changes in accounting estimates
The method for depreciation of property, plant and equipment
(excluding lease assets), which was previously mainly the
declining balance method for the Company and its consolidated
subsidiaries in Japan, has been changed to the straight-line
method from the fiscal year ended December 31, 2013. The
change is due to a reconsideration of factors including the actual
conditions of use of the property, plant and equipment of the Kao
Group on the occasion of a shift to global integrated management
that began in the Beauty Care Business in the Americas and
Europe in 2012 and in the Consumer Products Business in Asia
from 2013.
As a result, the Company has decided that the use of the
straight-line method of depreciation more appropriately reflects
the corporate activities of the Kao Group because stable operation
is expected throughout the period of use due to the extension of
product life cycles to establish a global brand.
The impact of this change on operating income, and income
before income taxes and minority interests for the fiscal year
ended December 31, 2013 is immaterial.
x) Changes in presentation
In the consolidated statement of cash flows, “Change in prepaid
pension cost” and “Change in liability for retirement benefits”,
which were separately disclosed as items within “Operating
activities” in the prior fiscal period, are included in “Other, net” in
the current fiscal year due to the decrease in materiality. On the
other hand, “Change in notes and accounts payables – other and
accrued expenses”, which was included in “Other, net” in prior
fiscal period is separately disclosed due to the increase in
materiality. In addition, “Payments into time deposits”, which
was included in “Other, net” of “Investing activities” in prior
fiscal period, is separately disclosed due to the increase in
materiality.
Consequently, “Change in prepaid pension cost” and “Change
in liability for retirement benefits”, which were reported as a cash
inflow of ¥75 million, and as a cash outflow of ¥56 million,
respectively within “Operating activities” of the statement of
cash flows of prior fiscal period, are reclassified to “Other, net”,
which is reported as a cash outflow of ¥6,547 million. On the
other hand, “Change in notes and accounts payables – other and
accrued expenses”, which was included in “Other, net” of
“Operating activities”, is separately disclosed as a cash outflow
of ¥117 million. In addition, “Payments into time deposits”, which
was included in “Other, net” of “Investing activities” in prior
fiscal period, is separately disclosed as a cash outflow of ¥1,939
million.
y) New accounting pronouncements
Accounting Standard for Retirement Benefits
On May 17, 2012, the Accounting Standards Board of Japan (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 effective
date of April 1, 2000 and the other related practical guidances.
Major changes are as follows:
1) Treatment in the consolidated balance sheet
Under the current requirements, actuarial gains and losses and
past service costs that are yet to be recognized in profit or
loss are not recognized in the balance sheet, and the
difference between retirement benefit obligations and plan
assets (hereinafter, “deficit or surplus”), adjusted by such
unrecognized amounts, are recognized as a liability or asset.
Under the revised accounting standard, actuarial gains and
losses and past service costs that are yet to be recognized in
profit or loss shall be recognized within equity (accumulated
other comprehensive income), after adjusting for tax effects,
and the deficit or surplus shall be recognized as a liability or
asset.
2) Treatment in the consolidated statement of income and the
statement of comprehensive income
The revised accounting standard does not change how to
recognize actuarial gains and losses and past service costs in
profit or loss. Those amounts would be recognized in profit or
loss over a certain period no longer than the expected average
remaining working lives of the employees. However, actuarial
gains and losses and past service costs that arose in the
current period and are yet to be recognized in profit or loss
shall be 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 shall be
treated as reclassification adjustments.
This accounting standard and the guidance are effective from
the end of fiscal years beginning on or after April 1, 2013 with
earlier adoption permitted from the beginning of fiscal years
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 will apply the revised accounting standard from
the end of fiscal year beginning on January 1, 2014 and is in the
process of measuring the effects of applying the revised
accounting standard.
Kao Corporation Annual Report 2013 45
2
Translation into United States Dollars
The Companies’ accounts are maintained in or translated into
Japanese yen. The United States dollar (US$) amounts included
herein represent translations using the approximate exchange
rate at December 31, 2013 of ¥105.39=US$1, solely for
convenience. The translations should not be construed as
representations that Japanese yen amounts have been, could
have been, or could in the future be, converted into United States
dollars at that or any other rate.
3
Cash and Cash Equivalents
Cash and cash equivalents at December 31, 2013 and 2012 consisted of the following:
Cash and time deposits ............................................................................................
Short-term investments ............................................................................................
Less: time deposits and short-term investments which mature or become
due over three months after the date of acquisition .......................................
Cash and cash equivalents .......................................................................................
Millions of yen
Dec.
2013
¥126,314
101,645
Dec.
2012
¥ 99,334
68,443
Thousands of
U.S. dollars
Dec.
2013
$1,198,539
964,465
(361)
¥227,598
(7,342)
¥160,435
(3,425)
$2,159,579
4
Short-Term Investments and Investment Securities
Short-term investments and investment securities as of December 31, 2013 and 2012 consisted of the following:
Short-term investments:
Investment trust funds and other ........................................................................
Total .................................................................................................................
¥101,645
¥101,645
Investment securities:
Marketable equity securities ................................................................................
Investment trust funds and other ........................................................................
Total .................................................................................................................
¥ 9,595
1,181
¥ 10,776
Dec.
2013
Dec.
2012
¥68,443
¥68,443
¥ 6,489
1,181
¥ 7,670
Millions of yen
Thousands of
U.S. dollars
Dec.
2013
$964,465
$964,465
$ 91,043
11,206
$102,249
The carrying amount and aggregate fair value of the securities classified as available-for-sale and held-to-maturity at December 31, 2013
and 2012 were as follows:
Securities classified as:
Available-for-sale:
Equity securities .......................................................................
Debt securities and other .........................................................
Held-to-maturity:
Debt securities and other .........................................................
Millions of yen
Dec.
2013
Cost
Unrealized
gains
Unrealized
losses
Fair
value
¥ 2,666
41,651
¥6,966
—
59,994
—
¥37
—
—
¥ 9,595
41,651
59,994
46 Kao Corporation Annual Report 2013
Notes to Consolidated Financial Statements
Securities classified as:
Available-for-sale:
Equity securities .......................................................................
Debt securities and other .........................................................
Held-to-maturity:
Debt securities and other .........................................................
Securities classified as:
Available-for-sale:
Equity securities .......................................................................
Debt securities and other .........................................................
Held-to-maturity:
Debt securities and other .........................................................
Millions of yen
Dec.
2012
Cost
Unrealized
gains
Unrealized
losses
Fair
value
¥ 2,707
41,280
27,163
¥3,888
¥106
¥ 6,489
—
—
—
—
41,280
27,163
Thousands of U.S. dollars
Dec.
2013
Cost
Unrealized
gains
Unrealized
losses
Fair
value
$ 25,297
395,208
$66,097
—
$351
—
$ 91,043
395,208
569,257
—
—
569,257
Available-for-sale securities whose fair values are not readily determinable as of December 31, 2013 and 2012 were as follows:
Available-for-sale:
Equity securities ...........................................................................................
Total ...................................................................
¥1,181
¥1,181
Dec.
2013
Dec.
2012
¥1,181
¥1,181
Carrying amount
Millions of yen
Thousands of
U.S. dollars
Dec.
2013
$11,206
$11,206
Proceeds from sales of available-for-sale securities for the year
ended December 31, 2013 and the period ended December 31,
2012 were ¥9 million (US$85 thousand) and ¥123 million,
respectively. Gross realized gains on these sales, computed on
the moving-average cost basis, for the year ended December 31,
2013 and the period ended December 31, 2012 were ¥3 million
(US$28 thousand) and ¥28 million respectively.
The carrying values of debt securities by contractual maturities
for securities classified as held-to-maturity at December 31, 2013
are included in Note 16.
5
Short-Term and Long-Term Debt
Short-term debt at December 31, 2013 and 2012 consisted of the following:
Secured loans principally from financial institutions .................................................
Unsecured loans principally from financial institutions .............................................
Total ..................................................................................................................
Millions of yen
Dec.
2013
¥ —
1,278
¥1,278
Dec.
2012
¥ 154
2,961
¥3,115
Thousands of
U.S. dollars
Dec.
2013
$ —
12,126
$12,126
The weighted average interest rates applicable to the above
loans were 1.37% and 3.41% at December 31, 2013 and 2012,
respectively. In addition to the above short-term debt, deposits
payable to affiliates, included in other current liabilities, were
¥4,273 million (US$40,545 thousand) and ¥3,332 million at
December 31, 2013 and 2012, respectively, and the applicable
interest rates were 0.56% and 0.40% at December 31, 2013 and
2012, respectively.
The secured loans are collateralized by trade accounts
receivable of ¥108 million (US$1,025 thousand) and ¥250 million
at December 31, 2013 and 2012, respectively.
Kao Corporation Annual Report 2013 47
Long-term debt at December 31, 2013 and 2012 consisted of the following:
Unsecured bonds due 2013, 1.91% .........................................................................
Unsecured bonds due 2018, 0.39%, and 2020, 0.62% ...........................................
Unsecured loans principally from financial institutions,
weighted average rate 0.56% in Dec. 2013, 0.57% in Dec. 2012 ........................
Lease obligations ......................................................................................................
Less current portion ..............................................................................................
Total ..................................................................................................................
Millions of yen
Dec.
2013
¥ —
50,000
50,103
6,069
¥106,172
(21,256)
¥ 84,916
Dec.
2012
¥ 50,000
—
50,073
6,802
¥106,875
(50,803)
¥ 56,072
Thousands of
U.S. dollars
Dec.
2013
$ —
474,428
475,406
57,586
$1,007,420
(201,689)
$ 805,731
In addition to the above long-term debt, deposits payable to
customers, included in other long-term liabilities, were ¥6,008
million (US$56,998 thousand) and ¥6,002 million at December 31,
2013 and 2012, respectively, and the applicable interest rates
were 0.11% and 0.10% at December 31, 2013 and 2012,
respectively.
The aggregate annual maturities of long-term debt as of December 31, 2013 were as follows:
Years ending December 31
2014 .................................................................................................................................................
2015 .................................................................................................................................................
2016 .................................................................................................................................................
2017 .................................................................................................................................................
2018 .................................................................................................................................................
2019 and thereafter .........................................................................................................................
Total .............................................................................................................................................
Millions of yen
¥ 21,256
20,792
741
10,676
25,583
27,124
¥106,172
Thousands of
U.S. dollars
$ 201,689
197,286
7,031
101,300
242,746
257,368
$1,007,420
6
Income Taxes
The Company and its domestic subsidiaries are subject to
Japanese national and local taxes based on income, which in the
aggregate resulted in a normal statutory tax rate of approximately
38% for the year ended December 31, 2013 and the period ended
December 31, 2012.
Foreign subsidiaries are subject to income taxes of the
countries in which they operate.
Tax effects of significant temporary differences and tax loss carryforwards that resulted in deferred tax assets or liabilities at December 31,
2013 and 2012 were as follows:
Millions of yen
Dec.
2013
Dec.
2012
Deferred tax assets:
Depreciation and amortization ..............................................................................
Pension and severance costs ...............................................................................
Accrued expenses ................................................................................................
Enterprise taxes ....................................................................................................
Tax loss carryforwards ..........................................................................................
Other .....................................................................................................................
Less valuation allowance ......................................................................................
Deferred tax assets ..................................................................................................
Deferred tax liabilities:
Unrealized gain on available-for-sale securities .....................................................
Undistributed foreign earnings .............................................................................
Deferred gains on sales of property .....................................................................
Prepaid pension cost ............................................................................................
Other .....................................................................................................................
Deferred tax liabilities ...............................................................................................
¥ 20,634
16,272
10,649
1,928
33,021
17,650
(28,127)
¥ 72,027
¥ (2,482)
(11,524)
(3,800)
(1,461)
(8,707)
¥(27,974)
¥ 18,000
16,311
7,216
962
39,988
14,611
(30,542)
¥ 66,546
¥ (1,359)
(9,898)
(3,840)
(1,335)
(7,148)
¥(23,580)
Net deferred tax assets ............................................................................................
¥ 44,053
¥ 42,966
48 Kao Corporation Annual Report 2013
Thousands of
U.S. dollars
Dec.
2013
$ 195,787
154,398
101,044
18,294
313,322
167,473
(266,885)
$ 683,433
$ (23,551)
(109,346)
(36,057)
(13,863)
(82,616)
$(265,433)
$ 418,000
Notes to Consolidated Financial Statements
A reconciliation between the normal effective statutory tax rates and the actual effective tax rates reflected in the accompanying
consolidated statements of income was as follows:
Normal effective statutory tax rate ...........................................................................
Tax credit for research and development costs and other ...................................
Valuation allowance ..............................................................................................
Expiration of tax loss carryforwards ......................................................................
Amortization expenses not deductible for income tax purposes ..........................
Other – net ............................................................................................................
Actual effective tax rate ............................................................................................
Dec.
2013
38.0%
(2.2)
(3.7)
8.9
3.7
(1.9)
42.8%
Dec.
2012
38.0%
(2.1)
(0.1)
5.6
3.4
2.3
47.1%
7
Leases
(a) Finance leases:
The Companies lease certain buildings, machinery, computer equipment and other assets.
(b) Operating leases:
The minimum rental commitments under noncancellable operating leases as of December 31, 2013 and 2012 were as follows:
Due within one year ...................................................................................................
Due after one year ......................................................................................................
Total ........................................................................................................................
Millions of yen
Dec.
2013
¥ 9,090
22,128
¥31,218
Dec.
2012
¥ 8,593
23,049
¥31,642
Thousands of
U.S. dollars
Dec.
2013
$ 86,251
209,963
$296,214
8
Retirement Benefits
The Company and most domestic consolidated subsidiaries have a
cash balance plan and a defined contribution pension plan. The
cash balance plan is linked to market interest rates and treated as
a defined benefit pension plan. These companies may pay an early
retirement allowance to early retired employees.
Certain domestic consolidated subsidiaries have a defined
benefit plan that provides for a lump-sum payment to terminated
employees. The subsidiaries may make an additional lump-sum
payment that is not subject to actuarial calculations under the
accounting standard for retirement benefits.
Certain foreign consolidated subsidiaries have a contribution
plan and/or a defined benefit plan.
The liability for retirement benefits at December 31, 2013 and 2012 consisted of the following:
Projected benefit obligation ......................................................................................
Fair value of plan assets ...........................................................................................
Unrecognized prior service cost ...............................................................................
Unrecognized actuarial gain (loss) ............................................................................
Unrecognized transitional obligation .........................................................................
Prepaid pension cost ................................................................................................
Net liability for retirement benefits .......................................................................
Millions of yen
Dec.
2013
¥ 272,497
(230,352)
5,004
3,892
(2,240)
46
¥ 48,847
Dec.
2012
¥ 267,987
(207,111)
7,210
(18,392)
(4,124)
147
¥ 45,717
Thousands of
U.S. dollars
Dec.
2013
$ 2,585,606
(2,185,710)
47,481
36,929
(21,254)
436
$ 463,488
Kao Corporation Annual Report 2013 49
The components of net periodic benefit costs for the year ended December 31, 2013 and the period ended December 31, 2012
were as follows:
Service cost ..............................................................................................................
Interest cost .............................................................................................................
Expected return on plan assets ................................................................................
Amortization of prior service cost (credit) .................................................................
Recognized actuarial (gain) loss ................................................................................
Amortization of transitional obligation ......................................................................
Net periodic benefit costs .....................................................................................
Millions of yen
Dec.
2013
¥ 9,699
4,916
(4,734)
(1,967)
(19)
1,802
¥ 9,697
Dec.
2012
¥ 6,808
4,176
(3,579)
(2,456)
869
1,257
¥ 7,075
Thousands of
U.S. dollars
Dec.
2013
$ 92,030
46,646
(44,919)
(18,664)
(180)
17,098
$ 92,011
Assumptions used for the year ended December 31, 2013 and the period ended December 31, 2012 were set forth as follows:
Discount rate .................................................................................................................
Expected rate of return on plan assets ..........................................................................
Amortization period of prior service cost .......................................................................
Recognition period of actuarial gain / loss .....................................................................
Amortization period of transitional obligation ................................................................
Dec.
2013
Primarily 1.6%
Primarily 2.0%
Primarily 15 years
Primarily 10 years
15 years
Dec.
2012
Primarily 1.6%
Primarily 2.0%
Primarily 15 years
Primarily 10 years
15 years
In addition to the above net periodic benefit costs, the costs for
other retirement and pension plans such as a defined contribution
plan and for other supplemental retirement benefits were ¥3,343
million (US$31,720 thousand) and ¥2,597 million for the year
ended December 31, 2013 and the period ended December 31,
2012, respectively.
Certain foreign subsidiaries apply the “corridor approach” in
calculating actuarial gain or loss.
9
Contingent Liabilities
At December 31, 2013, the Companies had the following contingent liabilities:
Trade notes discounted .......................................................................................................................
Guarantees of borrowings, principally of affiliates and employees .....................................................
Millions of yen
¥ 46
484
Thousands of
U.S. dollars
$ 436
4,592
The Companies are parties to pending litigation arising in the
normal course of business. While it is not possible to predict the
outcome of pending litigation, the Company believes, after
consultation with counsel, that the results of such proceedings
will not have a material adverse effect upon the Company’s
consolidated financial position and the results of its operations
and its cash flows.
50 Kao Corporation Annual Report 2013
10
Equity
Significant provisions in the Corporation Law of Japan (the
“Corporation Law”) that affect financial and accounting matters
are summarized below:
(a) Dividends
Under the Corporation Law, 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 such as having: (1) a
board of directors, (2) independent auditors, (3) an audit &
supervisory board, and (4) terms of service of directors prescribed
as one year under the articles of incorporation rather than the
normal term of two years, the boards of directors of such
companies may declare dividends (except for dividends in kind)
at any time during the fiscal year if the companies have prescribed
so in their articles of incorporation. The Company meets all four
criteria, but has not made the said prescription in its articles of
incorporation. The Company pays the dividends semi-annually as
a year-end dividend and an interim dividend.
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 Company pays
semiannual interim dividends upon the resolution by the Board of
Directors because the articles of incorporation of the Company
so stipulate.
The Corporation Law permits companies to distribute dividends-
in-kind (non-cash assets) to shareholders subject to a certain
limitation and additional requirements. The Corporation Law
provides certain limitations on the amounts available for dividends
or the purchase of own 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.
(b) Increases / decreases and transfer of common stock,
reserve and surplus
The Corporation Law 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 charged upon
the payment of such dividends until the total of aggregate amount
of legal reserve and additional paid-in capital equals 25% of the
common stock. Under the Corporation Law, the total amount of
additional paid-in capital and legal reserve may be reversed
without limitation. The Corporation Law also provides that
common stock, legal reserve, additional paid-in capital, other
capital surplus and retained earnings can be transferred among
the accounts under certain conditions upon resolution at the
shareholders’ meeting.
The Company’s legal reserve amount, which is included in
retained earnings, totaled ¥14,117 million (US$133,950 thousand)
at both December 31, 2013 and 2012. The Company’s additional
paid-in capital amount, which is included in capital surplus, totaled
¥108,889 million (US$1,033,200 thousand) at both December 31,
2013 and 2012.
Notes to Consolidated Financial Statements
The accompanying consolidated financial statements do not
include any provision for the year-end dividend of ¥32.0 (US$0.30)
per share, aggregating ¥16,407 million (US$155,679 thousand)
which the Company will subsequently propose at the 108th
Annual General Meeting of Shareholders to be held on March 28,
2014 as an appropriation of retained earnings in respect of the
year ended December 31, 2013.
(c) Treasury stock and treasury stock acquisition rights
The Corporation Law also provides for companies to purchase
their own stock and retire treasury stock by resolution of the
board of directors. The amount of own stock purchased cannot
exceed the amount available for distribution to the shareholders
which is determined by a specific formula.
Under the Corporation Law, stock acquisition rights are
presented as a separate component of equity.
The Corporation Law also provides that companies can
purchase both their own stock and stock acquisition rights in their
own companies. Such treasury stock is presented as a separate
component of equity. Such stock acquisition rights are presented
as a separate component of equity or deducted directly from
stock acquisition rights.
The Company purchased 10.0 million shares of its common
stock from the market during the fiscal year ended December 31,
2013, at an aggregate cost of ¥30,000 million (US$284,657
thousand). On June 19, 2013, the Company retired 10.2 million
shares of treasury stock by the resolution of the Board of
Directors at the meeting held on May 30, 2013.
Kao Corporation Annual Report 2013 51
11
Stock-Based Compensation Plans
The stock options for the year ended December 31, 2013 were as follows:
Name
Persons originally granted
Number of options
originally granted
Date of grant
Exercise price Exercise price
(U.S. dollars)
(Yen)
Stock option 2006 I
12 Executive Officers
of the Company**
12,000 shares*
September 29, 2006
Stock option 2006 II
14 Directors of the Company
26,000 shares*
September 29, 2006
¥1
¥1
$0.01
$0.01
Stock option 2006 III
Stock option 2007 I
79 Employees of the Company
4 Directors of subsidiaries
of the Company
13 Directors of the Company
25,000 shares*
August 31, 2007
437,000 shares*
September 29, 2006
¥3,211
$30.47
Stock option 2007 II
14 Executive Officers
of the Company***
14,000 shares*
August 31, 2007
Stock option 2007 III
Stock option 2008 I
78 Employees of the Company
4 Directors of subsidiaries
of the Company
14 Directors of the Company
24,000 shares*
August 29, 2008
430,000 shares*
August 31, 2007
¥3,446
$32.70
Stock option 2008 II
12 Executive Officers
of the Company****
12,000 shares*
August 29, 2008
Stock option 2008 III
Stock option 2009 I
81 Employees of the Company
4 Directors of subsidiaries
of the Company
13 Directors of the Company
36,000 shares*
August 28, 2009
447,000 shares*
August 29, 2008
¥3,100
$29.41
Stock option 2009 II
12 Executive Officers
of the Company*****
24,000 shares*
August 28, 2009
Stock option 2009 III
Stock option 2010 I
74 Employees of the Company
8 Directors of subsidiaries
of the Company
14 Directors of the Company
38,000 shares*
August 25, 2010
430,000 shares*
August 28, 2009
¥2,355
$22.35
Stock option 2010 II
12 Executive Officers
of the Company******
24,000 shares*
August 25, 2010
Stock option 2010 III
Stock option 2011 I
81 Employees of the Company
2 Directors of subsidiaries
of the Company
13 Directors of the Company
36,000 shares*
August 25, 2011
435,000 shares*
August 25, 2010
¥2,190
$20.78
Stock option 2011 II
13 Executive Officers
of the Company*******
26,000 shares*
August 25, 2011
Stock option 2011 III
Stock option 2012 I
81 Employees of the Company
1 Director of subsidiary
of the Company
1 Employee of subsidiary
of the Company
9 Directors of the Company
30,000 shares*
August 23, 2012
435,000 shares*
August 25, 2011
¥2,254
$21.39
¥1
¥1
$0.01
$0.01
¥1
¥1
$0.01
$0.01
¥1
¥1
$0.01
$0.01
¥1
¥1
$0.01
$0.01
¥1
¥1
$0.01
$0.01
¥1
¥1
¥1
¥1
$0.01
$0.01
$0.01
$0.01
Stock option 2012 II
22 Executive Officers
of the Company********
49,000 shares*
August 23, 2012
Stock option 2013 I
10 Directors of the Company
22,000 shares*
May 23, 2013
Stock option 2013 II
22 Executive Officers
of the Company*********
27,000 shares*
May 23, 2013
* The number of options originally granted converts into number of shares of common stock.
** The 12 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
*** The 14 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
**** The 12 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
***** The 12 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
****** The 12 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
******* The 13 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
******** The 22 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
********* The 22 Executive Officers were not members of the Board of Directors of the Company at the date of grant.
52 Kao Corporation Annual Report 2013
Exercise period
July 1, 2008
through
June 28, 2013
July 1, 2008
through
June 28, 2013
July 1, 2008
through
June 28, 2013
July 1, 2009
through
June 30, 2014
July 1, 2009
through
June 30, 2014
September 1, 2009
through
August 29, 2014
July 1, 2010
through
June 30, 2015
July 1, 2010
through
June 30, 2015
September 1, 2010
through
August 31, 2015
July 1, 2011
through
June 30, 2016
July 1, 2011
through
June 30, 2016
September 1, 2011
through
August 31, 2016
July 1, 2012
through
June 30, 2017
July 1, 2012
through
June 30, 2017
September 1, 2012
through
August 31, 2017
July 1, 2013
through
June 29, 2018
July 1, 2013
through
June 29, 2018
September 1, 2013
through
August 31, 2018
July 1, 2014
through
June 28, 2019
July 1, 2014
through
June 28, 2019
July 1, 2015
through
June 30, 2020
July 1, 2015
through
June 30, 2020
Notes to Consolidated Financial Statements
The activity of stock options was as follows:
(Number of shares)
Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option
2006 I
2006 II 2006 III
2007 I
2007 II 2007 III
2008 I
2008 II 2008 III
2009 I
2009 II
For the year ended December 31, 2013
Non-vested
Outstanding at December 31, 2012 ...
Granted ......................................
Expired .......................................
Vested ........................................
Outstanding at December 31, 2013 ...
Vested
Outstanding at December 31, 2012 ...
Vested ........................................
Exercised ....................................
Expired .......................................
Outstanding at December 31, 2013 ...
Exercise price
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
3,000
—
3,000
—
—
4,000
—
4,000
—
—
296,000
—
3,000
293,000
—
4,000
—
—
—
4,000
5,000
—
1,000
—
4,000
322,000
—
—
34,000
288,000
8,000
—
3,000
—
5,000
5,000
—
1,000
—
4,000
442,000
—
12,000
—
430,000
14,000
—
3,000
—
11,000
12,000
—
3,000
—
9,000
Yen .................................................
U.S. dollars .....................................
¥1
$0.01
¥1
$0.01
¥3,211
$30.47
¥1
$0.01
¥1
$0.01
¥3,446
$32.70
¥1
$0.01
¥1
$0.01
¥3,100
$29.41
¥1
$0.01
¥1
$0.01
Average stock price at exercise
Yen .................................................
U.S. dollars .....................................
¥3,195
$30.32
¥3,240
$30.74
¥3,435
$32.59
—
—
¥3,290
$31.22
—
—
¥3,065
$29.08
¥3,290
$31.22
¥3,319
$31.49
¥3,140
$29.79
¥3,217
$30.52
Fair value price at grant date
Yen .................................................
U.S. dollars .....................................
¥2,932
$27.82
¥2,932
$27.82
¥435
$4.13
¥3,063
$29.06
¥3,063
$29.06
¥420
$3.99
¥2,865
$27.18
¥2,865
$27.18
¥426
$4.04
¥2,115
$20.07
¥2,115
$20.07
(Number of shares)
Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option Stock option
2011 II
2009 III
2011 III
2010 III
2010 II
2012 II
2013 II
2013 I
2010 I
2011 I
2012 I
For the year ended December 31, 2013
Non-vested
Outstanding at December 31, 2012 ...
Granted ......................................
Expired .......................................
Vested ........................................
Outstanding at December 31, 2013 ...
Vested
Outstanding at December 31, 2012 ...
Vested ........................................
Exercised ....................................
Expired .......................................
Outstanding at December 31, 2013 ...
Exercise price
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
430,000
—
63,000
—
367,000
23,000
—
7,000
—
16,000
14,000
—
4,000
—
10,000
431,000
—
187,000
—
244,000
36,000
—
13,000
—
23,000
26,000
—
8,000
—
18,000
435,000
—
9,000
5,000
421,000
28,000
—
—
—
28,000
49,000
—
—
—
49,000
—
22,000
—
22,000
—
—
22,000
—
—
22,000
—
27,000
—
27,000
—
—
27,000
—
—
27,000
Yen .................................................
U.S. dollars .....................................
¥2,355
$22.35
¥1
$0.01
¥1
$0.01
¥2,190
$20.78
¥1
$0.01
¥1
$0.01
¥2,254
$21.39
¥1
$0.01
¥1
$0.01
¥1
$0.01
¥1
$0.01
Average stock price at exercise
Yen .................................................
U.S. dollars .....................................
¥3,234
$30.69
¥3,098
$29.40
¥3,032
$28.77
¥3,200
$30.36
¥3,167
$30.05
¥3,275
$31.08
¥3,158
$29.96
—
—
—
—
—
—
—
—
Fair value price at grant date
Yen .................................................
U.S. dollars .....................................
¥394
$3.74
¥1,749
$16.60
¥1,749
$16.60
¥245
$2.32
¥1,718
$16.30
¥1,718
$16.30
¥211
$2.00
¥2,119
$20.11
¥2,119
$20.11
¥3,027
$28.72
¥3,027
$28.72
The fair value prices for 2013 stock options were estimated using the Black-Scholes Option Pricing Model with the following assumptions:
Volatility of stock price .........................................................................................................................
Estimated remaining outstanding period ..............................................................................................
Estimated dividend per share
Stock option
2013 I
19.967%
4.5 years
Stock option
2013 II
19.967%
4.5 years
Yen ...................................................................................................................................................
U.S. dollars .......................................................................................................................................
Risk-free interest rate ..........................................................................................................................
¥62
$0.59
0.328%
¥62
$0.59
0.328%
Kao Corporation Annual Report 2013 53
12
Comprehensive Income
Each component of other comprehensive income for the year ended December 31, 2013 and the period ended December 31, 2012 were
as follows:
Unrealized gain (loss) on available-for-sale securities
Gains (losses) 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 ......................................................................................................................
Share of other comprehensive income in affiliates
Gains (losses) arising during the year ...................................................................
Total ......................................................................................................................
Post retirement liability adjustments for foreign consolidated subsidiaries
Adjustments arising during the year .....................................................................
Reclassification adjustments to profit or loss .......................................................
Amount before income tax effect .........................................................................
Income tax effect ..................................................................................................
Total ......................................................................................................................
Millions of yen
Dec.
2013
¥ 3,122
55
3,177
(1,133)
¥ 2,044
¥44,201
—
44,201
—
¥44,201
¥ 335
¥ 335
¥ (4,401)
748
(3,653)
894
¥ (2,759)
Dec.
2012
¥ 248
(28)
220
(79)
¥ 141
¥25,315
—
25,315
—
¥25,315
¥ 137
¥ 137
¥ (681)
352
(329)
125
¥ (204)
Thousands of
U.S. dollars
Dec.
2013
$ 29,623
522
30,145
(10,750)
$ 19,395
$419,403
—
419,403
—
$419,403
$ 3,179
$ 3,179
$ (41,759)
7,097
(34,662)
8,483
$ (26,179)
Total other comprehensive income ..................................................................
¥43,821
¥25,389
$415,798
54 Kao Corporation Annual Report 2013
Notes to Consolidated Financial Statements
13
Segment Information
(1) Description of reportable segments
The Companies’ reportable segments are components for which
separate financial information is available, and whose operating
results are reviewed regularly by the chief operating decision
maker in order to determine allocation of resources and assess
segment performance.
The Companies are organized into four business operating
units, the Beauty Care Business, the Human Health Care
Business and the Fabric and Home Care Business (collectively,
the Consumer Products Business) and the Chemical Business.
Each business operating unit plans comprehensive strategies for
business in Japan and other countries, and conducts its own
business activities.
Therefore, the Companies have four reportable segments: the
Beauty Care Business, the Human Health Care Business, the
Fabric and Home Care Business and the Chemical Business. The
Beauty Care Business segment manufactures and sells
cosmetics, skin care and hair care products. The Human Health
Care Business segment manufactures and sells food and
beverage, sanitary and personal health products. The Fabric and
Home Care Business segment manufactures and sells fabric care
and home care products. The Chemical Business segment
manufactures and sells oleo chemicals, performance chemicals
and specialty chemicals.
(2) Methods of measurement for sales, profit (loss), assets,
and other items for reportable segments
The amount of segment profit corresponds to that of operating
income. Intersegment sales and transfer prices are calculated
mainly based on market value or manufacturing cost.
(a) Information related to sales, profit (loss), assets, and other items
Information by reportable segment of the Companies for the year ended December 31, 2013 and the period ended December 31, 2012
was as follows:
Millions of yen
Dec.
2013
Sales to customers ...........................
Intersegment sales ...........................
Total sales .........................................
Segment profit (Operating income) ...
Segment assets** ............................
Other
Depreciation and amortization*** ..
Investments in equity
method affiliates** .....................
Increase in property, plant and
equipment and intangible assets ..
Reportable segment
Consumer Products Business
Human Health Fabric and Home
Care Business Care Business
Total
¥210,628
—
210,628
¥ 16,850
¥130,610
—
311,023
¥311,023 ¥1,091,919
—
1,091,919
¥ 62,183 ¥ 102,966
¥148,936 ¥ 762,250
Beauty Care
Business
¥570,268
—
570,268
¥ 23,933
¥482,704
Chemical
Business
¥223,298
37,894
261,192
¥ 21,509
¥245,720
Reconciliations* Consolidated
¥ —
(37,894)
(37,894)
¥ 181
¥125,306
¥1,315,217
—
1,315,217
¥ 124,656
¥1,133,276
¥ 32,094
¥ 8,993
¥ 9,008 ¥ 50,095
¥ 13,373
¥
—
¥ 63,468
3,074
994
1,116
5,184
2,026
19,219
13,628
14,699
47,546
16,141
—
—
7,210
63,687
* Reconciliation of segment profit includes elimination of intersegment transactions of inventory.
Reconciliation of assets includes ¥152,828 million of the Company’s financial assets and negative ¥27,522 million elimination of receivables among reportable
segments.
** Balances as of December 31, 2013
*** Depreciation and amortization excludes amortization of goodwill.
Kao Corporation Annual Report 2013 55
Millions of yen
Dec.
2012
Sales to customers ...........................
Intersegment sales ...........................
Total sales .........................................
Segment profit (Operating income) ...
Segment assets** ............................
Other
Depreciation and amortization*** ..
Investments in equity
method affiliates** .....................
Increase in property, plant and
equipment and intangible assets ..
Reportable segment
Beauty Care
Business
¥444,425
—
444,425
¥ 21,821
¥466,279
Consumer Products Business
Human Health Fabric and Home
Care Business Care Business
¥151,977
—
151,977
¥ 11,548
¥112,751
¥236,748
—
236,748
¥ 51,368
¥143,177
Total
¥833,150
—
833,150
¥ 84,737
¥722,207
Chemical
Business
¥179,445
28,626
208,071
¥ 16,813
¥217,046
Reconciliations* Consolidated
¥ —
(28,626)
(28,626)
¥ 17
¥ 91,094
¥1,012,595
—
1,012,595
¥ 101,567
¥1,030,347
¥ 26,365
¥ 6,410
¥ 6,669
¥ 39,444
¥ 10,626
¥ —
¥ 50,070
2,660
1,010
1,194
4,864
1,736
11,693
8,830
8,701
29,224
12,705
—
—
6,600
41,929
* Reconciliation of segment profit includes elimination of intersegment transactions of inventory.
Reconciliation of assets includes ¥111,393 million of the Company’s financial assets and negative ¥20,299 million elimination of receivables among reportable
segments.
** Balances as of December 31, 2012
*** Depreciation and amortization excludes amortization of goodwill.
Thousands of U.S. dollars
Dec.
2013
Reportable segment
Beauty Care
Business
Consumer Products Business
Human Health Fabric and Home
Care Business Care Business
Total
Chemical
Business
Reconciliations* Consolidated
Sales to customers ........................... $5,411,026
Intersegment sales ...........................
—
Total sales .........................................
5,411,026
Segment profit (Operating income) ... $ 227,090
Segment assets** ............................ $4,580,169
Other
Depreciation and amortization*** .. $ 304,526
—
1,988,558
$1,998,558 $2,951,162 $10,360,746
—
2,951,162 10,360,746
$ 159,882 $ 590,028 $ 977,000
$1,239,302 $1,413,189 $ 7,232,660
—
$2,118,778 $ —
359,560
2,478,338
(359,560)
(359,560)
$ 204,090 $ 1,717
$2,331,531 $1,188,973
$12,479,524
—
12,479,524
$ 1,182,807
$10,753,164
$ 85,331 $ 85,473 $ 475,330
$ 126,890 $ —
$ 602,220
Investments in equity
method affiliates** .....................
Increase in property, plant and
equipment and intangible assets ..
29,168
9,432
10,589
49,189
19,224
182,361
129,310
139,472
451,143
153,155
—
—
68,413
604,298
* Reconciliation of segment profit includes elimination of intersegment transactions of inventory.
Reconciliation of assets includes $1,450,118 thousand of the Company’s financial assets and negative $261,145 thousand elimination of receivables among
reportable segments.
** Balances as of December 31, 2013
*** Depreciation and amortization excludes amortization of goodwill.
56 Kao Corporation Annual Report 2013
Notes to Consolidated Financial Statements
(b) Information related to reportable segments
Sales by geographic area for the year ended December 31, 2013 and the period ended December 31, 2012 were as follows:
Sales to customers ...................................................
¥908,801
¥171,202
Japan
Asia
Sales to customers ...................................................
¥690,518
¥130,213
Japan
Asia
Millions of yen
Dec.
2013
Americas*
¥112,569
Millions of yen
Dec.
2012
Americas*
¥93,358
Europe**
¥122,645
Consolidated
¥1,315,217
Europe**
¥98,506
Consolidated
¥1,012,595
Thousands of U.S. dollars
Dec.
2013
Sales to customers ...................................................
$8,623,219
$1,624,462
$1,068,118
$1,163,725
$12,479,524
Japan
Asia
Americas*
Europe**
Consolidated
Note: Sales are classified in countries or regions based on location of customers.
Property, plant and equipment by geographic area for the year ended December 31, 2013 and the period ended December 31, 2012 were
as follows:
Property, plant and equipment .................................
¥188,533
¥56,636
Japan
Asia
Property, plant and equipment .................................
¥187,524
¥40,654
Japan
Asia
Millions of yen
Dec.
2013
Americas*
¥12,642
Millions of yen
Dec.
2012
Americas*
¥9,350
Europe**
¥19,473
Consolidated
¥277,284
Europe**
¥14,816
Consolidated
¥252,344
Thousands of U.S. dollars
Dec.
2013
Property, plant and equipment ....................................
$1,788,909
$537,394
* Americas: North America, South America, and Oceania ** Europe: Europe and South Africa
Japan
Asia
Americas*
$119,954
Europe**
$184,771
Consolidated
$2,631,028
Kao Corporation Annual Report 2013 57
(c) Impairment losses by reportable segment
Impairment losses by reportable segment for the year ended December 31, 2013 and the period ended December 31, 2012 were as follows:
Millions of yen
Dec.
2013
Reportable segment
Consumer Products Business
Beauty Care
Business
Human Health Fabric and Home
Care Business Care Business
Impairment losses of assets ..............
¥96
¥35
¥54
Total
¥185
Chemical
Business
¥785
Reconciliations
Consolidated
¥—
¥970
Reportable segment
Consumer Products Business
Beauty Care
Business
Human Health Fabric and Home
Care Business Care Business
Impairment losses of assets ..............
¥77
¥ —
¥ —
Total
¥77
Chemical
Business
¥5
Reconciliations
Consolidated
¥ —
¥82
Millions of yen
Dec.
2012
Reportable segment
Consumer Products Business
Beauty Care
Business
Human Health Fabric and Home
Care Business Care Business
Impairment losses of assets ..............
$911
$332
$512
Total
$1,755
Chemical
Business
$7,449
Reconciliations
Consolidated
$—
$9,204
Thousands of U.S. dollars
Dec.
2013
(d) Amortization and balance of goodwill by reportable segment
Amortization and balance of goodwill by reportable segment for the year ended December 31, 2013 and the period ended December 31, 2012
were as follows:
Millions of yen
Dec.
2013
Amortization of goodwill ....................
Goodwill at December 31, 2013 .......
Reportable segment
Beauty Care
Business
¥ 13,829
152,286
Consumer Products Business
Human Health Fabric and Home
Care Business Care Business
¥—
—
¥—
—
Total
¥ 13,829
152,286
Chemical
Business
¥—
—
Reconciliations
¥—
—
Consolidated
¥ 13,829
152,286
Amortization of goodwill ....................
Goodwill at December 31, 2012 ........
Reportable segment
Beauty Care
Business
¥ 9,718
159,165
Consumer Products Business
Human Health Fabric and Home
Care Business Care Business
¥ —
—
¥ —
—
Total
¥ 9,718
159,165
Chemical
Business
¥ —
—
Reconciliations
Consolidated
¥ —
—
¥ 9,718
159,165
Millions of yen
Dec.
2012
58 Kao Corporation Annual Report 2013
Notes to Consolidated Financial Statements
Thousands of U.S. dollars
Dec.
2013
Beauty Care
Business
Amortization of goodwill .................... $ 131,217
1,444,976
Goodwill at December 31, 2013 ........
Reportable segment
Consumer Products Business
Human Health Fabric and Home
Care Business Care Business
$—
—
$—
—
Total
$ 131,217
1,444,976
Chemical
Business
$—
—
Reconciliations
$—
—
Consolidated
$ 131,217
1,444,976
14
Selling, General and Administrative Expenses
Selling, general and administrative expenses principally consisted of the following:
Advertising ................................................................................................................
Promotion .................................................................................................................
Research and development ......................................................................................
Salaries and bonuses ................................................................................................
Packing and delivery expenses .................................................................................
15
Other Income (Expenses)
“Other, net” consisted of the following:
Gain on sales of stock of subsidiary .........................................................................
Loss related to cosmetics* ......................................................................................
Loss on sales or disposals of property, plant and equipment, net ...........................
Other, net .................................................................................................................
Total ......................................................................................................................
Millions of yen
Dec.
2013
¥ 86,406
69,554
49,650
130,265
77,253
Dec.
2012
¥67,045
52,101
37,493
97,738
56,792
Millions of yen
Dec.
2013
¥ —
(9,652)
(2,645)
708
¥(11,589)
Dec.
2012
¥ 270
—
(2,082)
1,289
¥ (523)
Thousands of
U.S. dollars
Dec.
2013
$ 819,869
659,968
471,107
1,236,028
733,020
Thousands of
U.S. dollars
Dec.
2013
$ —
(91,584)
(25,097)
6,718
$(109,963)
* In connection with the voluntary recall by Kanebo Cosmetics Inc., Lissage Ltd. and e’quipe, Ltd., gross profit decreased by ¥2,400 million (US$22,773 thousand)
due to various factors including the deduction from net sales of goods returned from retailers, and ¥9,652 million (US$91,584 thousand) in expenditures,
including an estimated portion recorded as other expenses, was recorded as “Loss related to cosmetics” under other expenses in the consolidated statement
of income. The relevant amount of impact was included in the operating income of the “Beauty Care Business” segment in segment information (Note 13).
Please note that items in compensation expenses for which actual losses cannot be estimated have not been recorded in “Loss related to cosmetics”.
Kao Corporation Annual Report 2013 59
16
Financial Instruments
(1) Group policy for financial instruments
The Companies position excess cash as standby funds until
investing them in business activities, and manage them by
investment only in short-term, low-risk financial instruments.
The Companies have a policy to finance by debt from financial
institutions and issuance of corporate bonds and other instruments
in capital markets. The Companies use derivatives to hedge risk
and do not use derivatives for the purposes of speculation.
(2) Nature and extent of risks arising from financial
instruments and risk management
Receivables such as trade notes and trade accounts are exposed to
customer credit risk. The Companies manage this risk by ensuring
their internal deliberations and approval processes of reviewing
customers’ credit standing before entering into transactions with
new customers. In addition, the Companies secure guarantee
deposits or collateral as necessary. Furthermore, the Companies
monitor due dates and manage balances of receivables by
customer and periodically check the credit risk of key customers.
Marketable securities, which consist of commercial papers of
highly-rated companies, bond investment trusts and others, are
highly safe and liquid financial instruments.
Investment securities, which consist mainly of stock of business
partners, are exposed to stock price volatility risk. The Companies
periodically check the validity of their stockholdings.
Payment terms of payables, such as trade notes and trade
accounts, are mostly less than one year.
Loans, principally from financial institutions, in short-term debt
are mainly for financing related to operating activities. Bonds and
loans principally from financial institutions in long-term debt are
for financing related to maintenance of appropriate capital cost
ratio and investment in property, plant and equipment. Certain
loans with floating interest rates are exposed to interest rate
volatility risk. The Companies use interest rate swaps for the
purpose of hedging the interest rate volatility risk by converting
the floating rates into fixed rates.
Derivative transactions entered into and managed by the
Companies are made in accordance with internal policies that
regulate objectives, credit limit amount, scope, organization and
others. The Companies do not use derivatives for the purpose of
speculation. All derivative transactions are entered into to meet
requirements for hedging risk incorporated in the Companies’
business. The Companies limit the counterparties to these
derivative transactions to major international financial institutions
to reduce their credit risk.
With regard to payables, such as trade notes, trade accounts
and loans, the Companies monitor and manage liquidity risk by
preparing monthly forecast statements of cash flows of each
company.
(3) Fair values of financial instruments
Fair values of financial instruments are based on the quoted price
in active markets. If a quoted price is not available, other rational
valuation techniques are used. Also see Note 17 for details of the
fair values of derivatives. The contract amounts of derivatives
which are shown in Note 17 do not represent the amounts
exchanged by the parties and do not measure the Companies’
exposure to credit or market risk.
The carrying amount, fair value and unrealized gain or loss of financial instruments as of December 31, 2013 and 2012 consisted of
the following:
Cash and time deposits ........................................................................................
Short-term investments ........................................................................................
Notes and accounts receivable .............................................................................
Allowance for doubtful receivables ...................................................................
Notes and accounts receivable, net ..................................................................
Investment securities ...........................................................................................
Total ...................................................................................................................
Short-term debt ....................................................................................................
Current portion of long-term debt .........................................................................
Notes and accounts payable .................................................................................
Income taxes payable ...........................................................................................
Long-term debt .....................................................................................................
Total ...................................................................................................................
Millions of yen
Dec.
2013
Fair
value
¥126,314
101,645
184,483
9,595
¥423,037
¥ 1,278
21,299
170,890
32,322
85,313
¥311,102
Unrealized
gain/(loss)
¥ —
—
—
—
¥ —
¥ —
(43)
—
—
(397)
¥(440)
Carrying
amount
¥126,314
101,645
186,986
(1,503)
185,483
9,595
¥423,037
¥ 1,278
21,256
170,890
32,322
84,916
¥310,662
Derivatives ............................................................................................................
¥ (189)
¥ (189)
¥ —
60 Kao Corporation Annual Report 2013
Notes to Consolidated Financial Statements
Cash and time deposits ........................................................................................
Short-term investments ........................................................................................
Notes and accounts receivable .............................................................................
Allowance for doubtful receivables ...................................................................
Notes and accounts receivable, net ..................................................................
Investment securities ...........................................................................................
Total ...................................................................................................................
Short-term debt ....................................................................................................
Current portion of long-term debt .........................................................................
Notes and accounts payable .................................................................................
Income taxes payable ...........................................................................................
Long-term debt .....................................................................................................
Total ...................................................................................................................
Millions of yen
Dec.
2012
Fair
value
¥ 99,334
68,443
168,683
6,489
¥342,949
¥ 3,115
51,202
157,161
11,658
56,151
¥279,287
Carrying
amount
¥ 99,334
68,443
169,929
(1,246)
168,683
6,489
¥342,949
¥ 3,115
50,803
157,161
11,658
56,072
¥278,809
Unrealized
gain/(loss)
¥ —
—
—
—
¥ —
¥ —
(399)
—
—
(79)
¥(478)
Derivatives ............................................................................................................
¥ (20)
¥ (20)
¥ —
Cash and time deposits ........................................................................................
Short-term investments ........................................................................................
Notes and accounts receivable .............................................................................
Allowance for doubtful receivables ...................................................................
Notes and accounts receivable, net ..................................................................
Investment securities ...........................................................................................
Total ...................................................................................................................
Short-term debt ....................................................................................................
Current portion of long-term debt .........................................................................
Notes and accounts payable .................................................................................
Income taxes payable ...........................................................................................
Long-term debt .....................................................................................................
Total ...................................................................................................................
Thousands of U.S. dollars
Dec.
2013
Fair
value
$1,198,539
964,465
1,759,968
91,043
$4,014,015
$ 12,126
202,097
1,621,502
306,689
809,498
$2,951,912
Carrying
amount
$1,198,539
964,465
1,774,230
(14,262)
1,759,968
91,043
$4,014,015
$ 12,126
201,689
1,621,502
306,689
805,731
$2,947,737
Unrealized
gain/(loss)
$ —
—
—
—
$ —
$ —
(408)
—
—
(3,767)
$(4,175)
Derivatives ............................................................................................................
$ (1,793)
$ (1,793)
$ —
Cash and time deposits
The carrying values of cash and time deposits approximate fair
value because of their short maturities.
Notes and accounts receivables
The carrying values of notes and accounts receivable approximate
fair value because of their short maturities.
Short-term investments and investment securities
The fair value of marketable equity securities is measured at the
quoted market price of the stock exchange. The fair value of
marketable debt securities is measured at the quoted market
price of the stock exchange or at the quoted price obtained from
the financial institutions if there is no quoted market price. The
carrying values of other marketable securities, such as
commercial papers, investment trust funds and others,
approximate fair value because of their short maturities. See Note
4 for information of the fair value of short-term investments and
investment securities by classification.
Short-term debt
The carrying values of short-term debt approximate fair value
because of their short maturities.
Current portion of long-term debt
The fair value of fixed interest loans is measured at the present
value by discounting expected repayments of principal and
interest in the remaining period using an assumed interest rate on
an equivalent new loan.
Kao Corporation Annual Report 2013 61
Notes and accounts payable, and income taxes payable
The carrying values of notes and accounts payable, and income
taxes payable approximate fair value because of their short
maturities.
Long-term debt
The fair value of bonds issued by the Company is measured at the
quoted market price.
The fair value of fixed interest loans is measured at the present
value by discounting expected repayments of principal and
interest in the remaining period using an assumed interest rate
on an equivalent new loan.
The fair value of long-term loans subject to a special accounting
method for interest rate swaps which qualify for hedge accounting
and meet specific matching criteria is measured at the present
value by discounting expected repayments of principal and
interest together with the interest rate swaps in the remaining
period using an assumed interest rate on an equivalent new loan.
The fair value of lease obligations is measured at the present
value by discounting expected repayments of lease obligations
including interest in the remaining period using an assumed
interest rate on equivalent new lease obligations.
Derivatives
Information on fair value of derivatives is included in Note 17.
The carrying amount of financial instruments whose fair value cannot be reliably determined as of December 31, 2013 and 2012
consisted of the following:
Investment securities that do not have a quoted
market price in an active market ............................................................................
¥1,181
¥1,181
$11,206
(4) Maturity analysis for financial assets and securities with contractual maturities
The maturity analysis for financial assets and securities with contractual maturities as of December 31, 2013 was as follows:
Millions of yen
Dec.
2013
Dec.
2012
Thousands of
U.S. dollars
Dec.
2013
Due within
one year
Millions of yen
Due after
one year
through five
years
Due after
five years
through ten
years
Cash and time deposits ............................................................................................
Short-term investments and investment securities:
Held-to-maturity debt securities ...........................................................................
Available-for-sale other securities with contractual maturities .............................
Notes and accounts receivable .................................................................................
Total ......................................................................................................................
¥126,314
¥—
60,000
224
186,986
¥373,524
—
—
—
¥—
¥—
—
—
—
¥—
Due within
one year
Thousands of U.S. dollars
Due after
Due after
five years
one year
through ten
through five
years
years
Cash and time deposits ............................................................................................
Short-term investments and investment securities:
Held-to-maturity debt securities ...........................................................................
Available-for-sale other securities with contractual maturities .............................
Notes and accounts receivable .................................................................................
Total ......................................................................................................................
$1,198,539
$—
569,314
2,124
1,774,230
$3,544,207
—
—
—
$—
$—
—
—
—
$—
Please see Note 5 for annual maturities of long-term debt.
Due after
ten years
¥—
—
—
—
¥—
Due after
ten years
$—
—
—
—
$—
62 Kao Corporation Annual Report 2013
Notes to Consolidated Financial Statements
17
Derivatives
(a) Derivative transactions to which hedge accounting is not applied
The Company had the following derivative contracts outstanding to which hedge accounting was not applied at December 31, 2013
and 2012.
Foreign exchange forward contracts:
Buying U.S. Dollar .................................................................................................
Buying Japanese Yen ..........................................................................................
Buying other currencies ........................................................................................
Selling U.S. Dollar .................................................................................................
Selling other currencies .......................................................................................
Foreign currency swaps:
Receiving Japanese Yen, paying Chinese Yuan ...................................................
Receiving U.S. Dollar, paying Indonesian Rupiah .................................................
Interest rate swaps:
Receiving floating rate, paying fixed rate ..............................................................
Foreign exchange forward contracts:
Buying U.S. Dollar .................................................................................................
Buying Japanese Yen ...........................................................................................
Buying other currencies ........................................................................................
Selling U.S. Dollar .................................................................................................
Selling other currencies ........................................................................................
Foreign exchange forward contracts:
Buying U.S. Dollar .................................................................................................
Buying Japanese Yen ...........................................................................................
Buying other currencies ........................................................................................
Selling U.S. Dollar .................................................................................................
Selling other currencies ........................................................................................
Foreign currency swaps:
Receiving Japanese Yen, paying Chinese Yuan ...................................................
Receiving U.S. Dollar, paying Indonesian Rupiah .................................................
Interest rate swaps:
Receiving floating rate, paying fixed rate ..............................................................
Millions of yen
Dec.
2013
Contract
amount
¥3,974
33
8
6,996
1,120
Contract
amount
due after
one year
¥2,739
—
—
—
—
2,279
2,832
2,279
2,832
Fair
value
Unrealized
gain / (loss)
¥ (12)
(3)
0
(36)
2
(380)
295
¥ (12)
(3)
0
(36)
2
(380)
295
281
281
(55)
(55)
Millions of yen
Dec.
2012
Contract
amount
due after
one year
¥830
—
—
813
—
Fair
value
Unrealized
gain / (loss)
¥(16)
(1)
0
18
(21)
¥(16)
(1)
0
18
(21)
Thousands of U.S. dollars
Dec.
2013
Contract
amount
due after
one year
$25,989
—
—
—
—
Fair
value
Unrealized
gain / (loss)
$ (114)
(28)
0
(342)
19
$ (114)
(28)
0
(342)
19
Contract
amount
¥ 960
11
14
6,390
1,652
Contract
amount
$37,708
313
76
66,382
10,627
21,624
26,872
21,624
26,872
(3,606)
2,799
(3,606)
2,799
2,666
2,666
(522)
(522)
Kao Corporation Annual Report 2013 63
(b) Derivative transactions to which hedge accounting is applied
The Companies had the following derivative contracts outstanding to which hedge accounting was applied at December 31, 2013 and
2012.
Dec.
2013
Contract
amount
due after
one year
Millions of yen
Dec.
2012
Contract
Fair
value
Contract
amount
amount
due after
one year
Thousands of U.S. dollars
Dec.
2013
Fair
value
Contract
Contract
amount
amount
due after
one year
Fair
value
Hedged
item
Contract
amount
Interest rate swaps:
(Fixed rate payment,
Floating rate receipt) ..........
Long-term
debt
¥40,000 ¥20,000
—
¥40,000 ¥40,000
—
$379,543 $189,771
—
The interest rate swaps which qualify for hedge accounting and
meet specific matching criteria are not remeasured at market
value but the differentials paid or received under the swap
agreements are recognized and included in interest expense or
income. In addition, the fair value of the interest rate swaps is
included in that of the hedged item, long-term debt, in Note 16.
18
Net Income per Share
A reconciliation of the differences between basic and diluted net income per share (”EPS“) for the year ended December 31, 2013 and the
period ended December 31, 2012 was as follows:
Millions of yen
Net income
Thousands of
shares
Weighted
average shares
Yen
U.S. dollars
EPS
For the year ended December 31, 2013:
Basic EPS
Net income available to common shareholders ....................
Effect of dilutive securities
Warrants ...............................................................................
Diluted EPS
Net income for computation .................................................
¥64,764
513,880
¥126.03
$1.20
—
550
¥64,764
514,430
¥125.89
$1.19
Millions of yen
Net income
Thousands of
shares
Weighted
average shares
Yen
EPS
For the period ended December 31, 2012:
Basic EPS
Net income available to common shareholders ....................
Effect of dilutive securities
Warrants ...............................................................................
Diluted EPS
Net income for computation .................................................
¥52,765
521,824
¥101.12
—
212
¥52,765
522,036
¥101.08
64 Kao Corporation Annual Report 2013
Kao Corporation Annual Report 2013 65
Principal Subsidiaries and Affiliates (As of March 28, 2014)
Country/Area
Business
Company
Country/Area
Business
Company
(cid:79)
(cid:79)
(cid:3)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
Kao Canada Inc.
Kao USA Inc.
Kao America Inc.
Kao Specialties Americas LLC
Quimi-Kao, S.A. de C.V.
Kao Germany GmbH
Guhl Ikebana GmbH
Kao Manufacturing Germany GmbH
(cid:79)
Kao Chemicals GmbH
Kao Netherlands B.V.
Kao (UK) Limited
KPSS (UK) Limited
Kao Prestige Limited
Molton Brown Limited
Kao Switzerland AG
Kanebo Cosmetics (Europe) Ltd.
(cid:79)
(cid:79)
Kao Chemicals Europe, S.L.
Kao Corporation S.A.
Consumer Products Business
(cid:3)(cid:79) Beauty Care Business
(cid:3)(cid:79)(cid:3)Human Health Care Business
(cid:3)(cid:79)(cid:3)Fabric and Home Care Business
Chemical Business
(cid:3)(cid:79) Chemical Business
Japan
China
Taiwan
Vietnam
Philippines
Thailand
Malaysia
Singapore
Indonesia
Australia
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
Kao Customer Marketing Co., Ltd.
Canada
Kanebo Cosmetics Inc.
United States
Kanebo Cosmetics Sales Inc.
E'quipe, Ltd.
Kanebo Cosmillion Ltd.
Nivea-Kao Co., Ltd.
Ehime Sanitary Products Co., Ltd.
Kao Professional Services Co., Ltd.
Kao-Quaker Co., Ltd.
Kao (China) Holding Co., Ltd.
Kao Corporation Shanghai
Kao Commercial (Shanghai) Co., Ltd.
Kanebo Cosmetics (China) Co., Ltd.
Shanghai Kanebo Cosmetics Co., Ltd.
Mexico
Germany
Netherlands
United Kingdom
Kao Chemical Corporation Shanghai
Switzerland
Kao Trading Corporation Shanghai
Kao (Hong Kong) Ltd.
Spain
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
Kao (Taiwan) Corporation
(cid:79)
(cid:79)
Kao Vietnam Co., Ltd.
Pilipinas Kao, Inc.
Kao Industrial (Thailand) Co., Ltd.
Kao Commercial (Thailand) Co., Ltd.
Kao Soap (Malaysia) Sdn. Bhd.
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
Kao (Malaysia) Sdn. Bhd.
(cid:79)
(cid:79)
(cid:79)
(cid:79)
Fatty Chemical (Malaysia) Sdn. Bhd.
Kao Plasticizer (Malaysia) Sdn. Bhd.
Kao Oleochemical (Malaysia) Sdn. Bhd.
Kao Singapore Private Limited
P.T. Kao Indonesia
(cid:79)
P.T. Kao Indonesia Chemicals
Kao Australia Pty. Ltd.
(cid:79)
(cid:79)
(cid:79)
(cid:79)
(cid:79)
66 Kao Corporation Annual Report 2013
Investor Information (As of December 31, 2013)
Kao Corporation
Head Office
14-10, Nihonbashi Kayabacho 1-chome,
Chuo-ku, Tokyo 103-8210, Japan
Telephone: 81-3-3660-7111
Founded
June 19, 1887
Common Stock
Authorized: 1,000,000,000 shares
Issued: 516,000,000 shares
Outstanding (excluding treasury stock):
512,726,542 shares
Number of Shareholders: 50,403
Stock Listing
Tokyo Stock Exchange
Ticker Symbol Number
4452
Administrator of Shareholder Register
Sumitomo Mitsui Trust Bank, Limited
8-4, Izumi 2-chome, Suginami-ku, Tokyo 168-0063, Japan
Depositary and Registration for American Depositary
Receipts (ADR Ticker Symbol: KCRPY)
JPMorgan Chase Bank, N.A.
1 Chase Manhattan Plaza, Floor 58,
New York, NY 10005, U.S.A.
Top Ten Shareholders
Name of Shareholder
Number of
Shares
(thousand shares)
Ratio of
Shareholding*
(percentage)
The Master Trust Bank of Japan, Ltd.
(Trust Account)
Japan Trustee Services Bank, Ltd.
(Trust Account)
Northern Trust Co. (AVFC) Sub A/C
American Clients
State Street Bank and Trust Company 505223
State Street Bank and Trust Company
Tokio Marine & Nichido Fire Insurance Co., Ltd.
State Street Bank and Trust Company 505225
Mellon Bank, N.A. as Agent for
its Client Mellon Omnibus US Pension
The Bank of New York Mellon SA/NV 10
Kao Group Employee Shareholding Association
* Ratio of shareholding is calculated based on the outstanding shares.
24,822
24,337
23,332
15,857
12,905
9,553
8,778
8,581
8,121
7,593
4.84
4.75
4.55
3.09
2.52
1.86
1.71
1.67
1.58
1.48
Composition of Shareholders
Securities Companies 4.52%
Other Japanese Companies 3.99%
Individuals and Others 12.91%
Financial
Institutions 27.30%
Treasury Stock 0.63%
Companies and Individuals
in Foreign Countries 50.65%
Securities Companies 3.59%
Treasury Stock 0.73%
Companies and Individuals
in Foreign Countries 47.75%
Other Japanese Companies 4.04%
Individuals and Others 14.57%
Financial
Institutions 29.32%
For the Kao Sustainability Report and Kao Group
Profile, please refer to the Kao Group website at
http://www.kao.com/group/en/group/reports.html
Investor Relations
Telephone: 81-3-3660-7101 Facsimile: 81-3-3660-8978
E-mail: ir@kao.co.jp
Website: http://www.kao.com/jp/en/corp_ir/investors.html
Stock Price Range and Trading Volume (Tokyo Stock Exchange)
Stock Price Range (Yen)
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
80
60
40
20
0
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
120
100
80
60
40
20
0
Common Stock Price Range
Tokyo Price Index Close
Monthly Trading Volume (Million Shares)
Apr.
2009
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012
Dec.
2013
Kao Corporation Annual Report 2013 67
Stock Price Range (Yen)
Common Stock Price Range
Monthly Trading Volume (Million Shares)
Tokyo Price Index Close
Apr.
2008
Mar.
2009
Mar.
2010
Mar.
2011
Mar.
2012
Dec.
2012