Kao Integrated Report 2 0 1 9 For the year ended December 31, 2018
14-10, Nihonbashi Kayabacho 1-chome, Chuo-ku, Tokyo 103-8210, Japan Corporate Business Planning and Coordination Corporate Strategy
Published in May 2019 Chapter 1 About Kao 4 The Kao Way 6 The Development of Kao’s Yoki-Monozukuri 8 Essential Research e Japanese word “kirei” means beautiful or clean, not only on the outside 12 Kao’s Yoki-Monozukuri but also on the inside. For us at Kao, Kirei is the value we want to bring to 14 Monthly Topics in 2018 16 Non-financial and Financial Highlights everyday life with our brands, products and services.
e little moments you enjoy, like the comfort of freshly washed sheets, Chapter 2 What Kao Aims for the happiness you share with a smiling baby, the condence you feel when 20 The Social Situation 22 CEO Message you look in the mirror and see not only healthy skin and hair, but also your 24 CEO Interview inner beauty shining through. e special pleasure that comes from using 28 ESG Strategy 36 Kao Group’s Management Vision products you know have been crafted with care both for you and for the 38 Financial and Capital Strategies environment.
Chapter 3 Mid- to Long-term Strategies We believe these moments and the positive feelings 42 Human Capital Development Strategy you share with others have the power to shape 44 Compliance Strategy the future. We want minds, lives and society to be 46 Risk and Crisis Management Strategy 48 Overview of Kao’s Business Kirei—Making Life Beautiful. 50 Consumer Products Business 52 Cosmetics Business 53 Skin Care and Hair Care Business 54 Human Health Care Business 55 Fabric and Home Care Business 56 Sales Strategy 58 Chemical Business Kao’s ESG Activities 60 Special Feature: Cosmetics Business Strategy 62 Special Feature: Advanced Technology Strategy
Kirei Action Chapter 4 Performance in FY2018 In the pursuit of creating a sustainable society and 66 Overview of Kao’s Business (FY2018) sustainable business growth, Kao positions ESG 68 Key Non-financial Data (Environmental, Social, and Governance) activities 70 Key Financial Data as an investment to the future. While placing even 77 Corporate Information more emphasis on these activities going forward, Kao will realize profitable growth. Over the course of 130 years, Kao has been striving Chapter 5 Corporate Governance for the wholehearted satisfaction and enrichment of 80 Messages from Outside Directors and the lives of people by forming deep connections an Outside Audit & Supervisory Board Member with them. To accomplish this task now and in the 82 Corporate Governance Initiatives future, we will promote Kirei Action. “Kirei” is a 88 Directors and Audit & Supervisory Board Members Japanese word that refers not only to beauty and 92 Executive Officers and Corporate cleanliness but also to people’s well-being and a Executive Fellows healthy global environment. Kirei Action represents our efforts to create products wholeheartedly and engage in activities that contribute to a better future 94 External Evaluation for people and the planet. 95 Editorial Policy
2 Kao Integrated Report 2019 Kao Integrated Report 2019 3 About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance The Kao Way
Fundamentals That Support Kao’s Value Creation Our founder’s final words to his family were:
“Good fortune is given to only those The Kao Way who work diligently and behave with integrity.” This saying reminds people of the importance of The source of Kao’s value creation is the pursuit of Innovation always acting ethically in accordance with the principle 1 of integrity, because by doing so you will earn and Yoki-Monozukuri * based on Integrity. the respect and trust of consumers. This attitude, embodied in the concept of Integrity, continues to underpin Kao’s corporate philosophy—the Kao Way— and serve as a guiding principle for Kao employees. The source of Kao’s value creation is the pursuit of Innovation and Yoki-Monozukuri based on Integrity. Taking this as the foundation for our operations, at An unchanging Kao, we constantly put ourselves in the position of the corporate philosophy The Kao Way comprises four elements, Mission, Vision, consumer and customer as we take on our mission to The Kao Way Values and Principles, which are defined below. strive for the wholehearted satisfaction and enrichment of people’s lives and to contribute to the sustainability of the world. The Kao Way is the systematic embodiment of the vision that we have maintained ever since the company was first established, and The Founder of Kao which is carried on by everyone working at Kao. Tomiro Nagase
The Yoki-Monozukuri spirit that Kao has maintained over the years.
What we exist for “We want to deliver quality products into the hands of as many consumers and customers as possible, to enrich people’s lives and culture.” The Yoki-Monozukuri spirit, which embodies Where we want to go the passionate commitment of Kao founder Tomiro Nagase, has been handed down within the company for over 130 years. Ever since the company was founded in What we believe in 1887, we have sought to contribute to the lives of consumers and customers, and to meet consumers’ and customers’ needs with integrity. Through Yoki- Monozukuri, we have continued to provide society How we behave with useful products. 1890 Kao founder Tomiro Nagase launched Kao Sekken, an affordable In the future, we will continue to take account of Japanese-made soap with the quality to compete with imported changing times and changing lifestyles, while always products. maintaining a close relationship with our customers, and, through Yoki-Monozukuri that comes from the *1 We define Yoki-Monozukuri as a “strong commitment by all members of the Kao Group to provide products and brands of excellent value for customer satisfaction.” heart, implementing measures aimed at helping to *2 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 the business and optimize our performance. keep both people and the planet clean and beautiful.
4 Kao Integrated Report 2019 Kao Integrated Report 2019 5 About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance The Development of Kao’s Yoki-Monozukuri
Over the past 130 years, Kao has worked to enrich people’s lives and help consumers have fulfilling lifestyles.
1930s– 1950s– 1960s– 1980s– Everything starts with consumer Expanding business fields to Together with customers around Maintaining our lifestyle into feedback cleanliness, beauty, and health the world the future
Kao has taken a consumer-driven approach since Kao’s business activities now range broadly across beauty Kao expanded brands that originated in Japan to other Kao continues striving to reduce negative environmental its founding by listening to consumer feedback and and health, and generate a series of long-selling brands. parts of Asia. In the Americas and Europe, premium impacts so that we can all enjoy enriched lives now and in maximizing ways to use it. beauty care brands joined the Kao Group. the future.
1934 Housework Science Laboratory established 1950s–60s Extending “washing” to hair, 1960s Expansion into Asia 1987 Concentrated Reduced box size by 80% The laboratory conducted scientific research on practical housework clothing, and the home Product development to fit local lifestyles laundry detergent Reduced weight by 62% and offered new lifestyle suggestions. Kao developed new technologies mainly using natural The Consumer Products Business started by exporting products to Kao launched Attack, fatty alcohols, which led to the creation of products that Thailand. Kao Industrial (Thailand) Co., Ltd. and Taiwan-Kao Co., Ltd. a concentrated laundry clean away various oils, dirt, and stains found in hair, on are established in 1964. detergent that offers a clothing, and around the home. powerful cleaning action Kao engages in product development with just a small amount of to fit local lifestyles. product. This reduced the amount of paper used in 1960 packaging and the energy Mypet used during transportation. household detergent
The Science of Housework workshop 1991 Developing and Housework magazine 1951 1955 promoting refill packs Wonderful powder laundry Kao Feather Shampoo 2014 Attack Jaz1 Kao developed refill packs and 1971 Kao Life Science detergent laundry detergent (Indonesia) refillable products to reduce Laboratory established plastic consumption. The laboratory supported 1970s–80s Expansion into the beauty and health fields consumer consultations and education as well as research based on research related to people 1980s Expansion into the Americas and Europe into housework, with the goal By focusing on basic research related to people, including skin and Premium beauty care brands join the Kao Group of improving customer support hair, Kao made great strides in beauty and health and diversified its Kao’s technologies are used to pursue productive partnerships while Consumer Consultation Information and responsiveness. business. building on the strengths and worldviews of the various brands. 2009 Reducing laundry-related System 1983 Merries baby water consumption with one 1978 Consumer diapers rinse cycle Consultation Information Kao launched Attack Neo, an ultra- System introduced concentrated liquid laundry detergent This system compiled consumer that allows consumers to conserve feedback in a database in order water and electricity. Kao released the Kao Environmental Statement, Reducing the to offer faster responses to number of rinse customers and to facilitate new 1983 presenting its policy for manufacturing cycles to These days, around 220,000 product development. Bub carbonated with greater environmental consumer consultations are received 1982 Sofina cosmetics bath additive considerations in mind. annually in Japan (2017) just 1rinse
Kao Group Financial Performance since 1980 Net Sales (Billions of yen) Income (Billions of yen) 1,500.0 250.0
Net Sales Operating Income Net Income (Japanese GAAP)/ 200.0 Net Income Attributable to Owners of the Parent (IFRS) 1,000.0 150.0
100.0 500.0
50.0
0 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 0
6 Kao Integrated Report 2019 Kao Integrated Report 2019 7 About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance Essential Research
Where Kao Excels in Essential Research
We live in an era in which, because consumers’ attitudes and behavior are becoming increasingly diversified and are changing in dynamic ways, it is difficult to accurately identify their needs and preferences. Kao believes that, in order to be able to continue providing consumers with the products and services they want, it is more important than ever to strive for essentiality. By undertaking research on an ongoing basis, Kao can make steady progress towards the essentiality, while at the same time, the new discoveries that Kao makes during the research process can lead to the birth of new products. Kao defines these activities as Essential Research, and our attitude towards research has remained unchanged ever since the company was founded. In order to further enhance the speed and level of automated, integrated research that utilizes AI of our R&D, Kao is working actively to adopt, cutting- effectively to realize enhanced efficiency to an even edge technologies. higher level, we also attach ever more importance to Technology is advancing rapidly around the creative research focused around human discoveries world, and it is now normal practice for R&D and inventions. to make extensive and effective use of artificial intelligence (AI). While taking the proactive adoption
Consumer Products Business Chemical Products Business Realizing Cleanliness, Contributing to Beauty & Health Future Industries Consumer Research Industrial Research
Product Development Applied Product Research Design Technology Research
In order to realize Kao’s Yoki-Monozukuri vision, we are constantly Neuron Plant Brain science science Photo science science Fiber making effort to develop innovative products and achieve ongoing Aroma science science Essential Analysis Foam improvement, through Essential Research. science Skin science Kao invests approximately 4% of its net sales in new products and new business areas in the future. Essential Research on Humans Fundamental Technology Essential Research on Materials Research Water research and development (R&D). Nearly half of Every product comes to the end of its useful life Fundamental Core Technologies science this amount is used for Fundamental Technology eventually. Similarly, no business area will continue Hair Technological Design Elements Research, reflecting our ongoing commitment to thrive forever. The fact that Kao attaches as much science Surface to Essential Research. The knowledge that Kao importance to Fundamental Technology Research Raw Materials science Health science Enzyme has accumulated through our R&D has been the as it does to new product development reflects its science Metabolism Microbial wellspring for its business and product growth in commitment to constantly achieving significant new science Safety Environmental science science science the past, and also helps to drive the generation of innovation and constantly developing new business.
8 Kao Integrated Report 2019 Kao Integrated Report 2019 9 About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance
Essential Research
Working to Further Enhance Essential Research Kao Group Technology innovation session
Kao has adopted the following three basic policies for fundamental technologies and our new product In November 2018, Kao held a presentation on New Technologies in Five Key Fields its R&D activities. development capabilities facilitates the generation of technology innovation that will underpin the Kao Group 1. Create the seeds for new businesses unique new product ideas that will create new value. in the future, at which the company showcased five ● Skin science: Fine Fiber 2. Bring about innovation that creates new customers major new technologies that have been created through needs in existing business domains the intensification and fusion of Essential Research. In ● Health science: RNA monitoring Research and Development Division 3. Share scientific technologies with society the past, when announcing the launch of new products, ● Hair science: Created Color Research Strategy Kao also publicized the new technologies on which the To realize these policies, Kao has reinforced Planning Group products were based, but this presentation marked ● Surface science: Bio IOS Human Health Care its matrix management for R&D activities, which Cosmetics Skin Care and Hair Care Fabric and Home Care Chemical the first time that we had announced newly developed ● Environmental science: Package RecyCreation gathers knowledge and goes beyond conventional Material science (interface, analysis) technologies prior to the products based on them. technological domains. By putting in place an Life science (biology) organizational structure in which individual research facilities report directly to the Research and Production technology Multi-faceted Linkage and Collaboration between Industry, Development Division, Kao has been able to realize (processing development) Government and Universities faster decision-making and accelerated global growth. Human science (emotion) Matrix management makes it possible to integrate The last few years have seen a diversification been focusing in particular on open innovation Environmental science of consumers’ needs, a heightening of ethical proposals, with the aim of building linkage― from knowledge and technologies from many different fields, (packaging, safety) and the continuous linkage between our distinctive awareness, and a trend toward greater emphasis multiple perspectives―in regard to technology on individual personality. With the growing exportation. Through these kinds of measures, Kao personalization of values, being able to offer one- will be even better placed to offer value propositions Mid-term Growth Strategy to-one value offering has become vitally important. that are beneficial to society, and the measures can In order to respond effectively to these changes, also be seen as relevant to the ESG activities to Kao undertakes research in several domains that achieved in these areas to build new businesses that multi-faceted linkage and collaboration with industry, which Kao has dedicated so much attention. represent intersections of its existing businesses. extend beyond our current business domains. These government and universities, etc., is vital. Kao has These include the hygiene domain, which aims new domains are areas where our company can use to control the spread of infectious diseases; the its R&D assets effectively to help as many people as holistic beauty domain, which approaches beauty possible. Accordingly, Kao is advancing research to from the viewpoint of health; and the food and make a strong entry into these domains. By realizing Skin science: Fine Fiber environmental sustainability domain, which aims to technology innovation that has a positive social Fine fiber technology enables a layered, ultra-thin preserve a sustainable food supply and safeguard impact, Kao aims to implement monozukuri that membrane made of superfine fibers with submicron the environment. Kao is also seeking to challenge creates world’s first and world-leading technologies diameters to form on the surface of the skin. The ourselves by using its R&D assets that Kao has and products. membrane is created by spraying the skin directly with a polymer solution developed for Cosmetics. The solution is loaded into a small, specialized Use life science as a foundation to go beyond the applicator and discharged through a nozzle. The limits of conventional beauty many layers of the solution form a membrane on Holistic Beauty Domain the surface of the target object. The resulting film outstanding capillary action. At the same time, Aging Society Diversity becomes thinner toward its edges, allowing it excess water vapor can escape from the spaces to blend naturally with the skin and rendering its between the interwoven fibers. As a result, the film Health Beauty boundaries unnoticeable. Additionally, because is able to maintain adequate moisture permeability Control the spread of Strike a balance between durability there is only a small difference in level between without completely blocking the skin. By using disease and pollution Core Technologies and creativity the membrane and the skin, it will not come off fine fiber technology in combination with various Hygiene Domain Printing and Molding Domain Precise Surface easily. With this technology, anyone can easily Kao-developed Cosmetics, it is now possible to Cleanli- Control Environ- form a soft, smooth and natural-feeling film that go beyond traditional concepts in cosmetic fields ness ment fits closely on any part of the body. The film’s such as skincare and makeup. We are considering Global Warming/ Social Threats Ecological Destruction greatest feature is its superior ability to maintain adaptations of the technology for use in the and even out Cosmetics used with it, thanks to therapeutic field. Food and Infrastructure Domain Preserve a sustainable food supply and the environment
10 Kao Integrated Report 2019 Kao Integrated Report 2019 11 About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance Kao’s Yoki-Monozukuri *
Kao aims to make a positive contribution to society by implementing product development from an ESG able to maintain a cycle that leads to new investment. Through our contribution to the realization of a sustainable perspective. To this end, we provide products and services that contribute towards resolving social issues by society, we strive for the enhancement of corporate value over the long term, and enhance our presence in relation making effective use of the assets that we have built up over the years, and by responding to consumers’ diverse to stakeholders.
needs. By contributing to society and realizing sustainable profitable growth through our Yoki-Monozukuri, we are * We define Yoki-Monozukuri as a “strong commitment by all members of the Kao Group to provide products and brands of excellent value for customer satisfaction.”
Kirei Lifestyle
Kao’s Yoki-Monozukuri Contributions to the sustainability ● Delivering a high level of returns to stakeholders Diverse Consumer Needs Monozukuri Based on Linkage Consumers ● of the world Quality Assurance Department, R&D Department Enriching people’s lives Consumer Communication Center Cosmetics Business ● Customers Effective Maximization of Making utilization win-win relationships
Social Issues Provision of Products and Services Full Use of consumer data ● Employees of Assets Skin Care � Continuous improvement Global warming in compensation Innovation through and Hair Care and benefits intensification and Business Financial � Providing educational integration of assets opportunities Water resource Essential Research � Health support depletion Retailers Excellent Sales ● Shareholders human capital Plastic waste Department Human Health � Continuous cash dividend problems Care Business increases High ethical � Share repurchases standards and retirements Severe hygiene Business conditions Department Intellectual property and Fabric and Environment Deforestation brand equity Home Care Profitable growth SCM Business Reducing environmental impact Excellence in Department research and Aging society technology
Chemical Society Outstanding Widening disparities Business in wealth manufacturing � Advanced measures to and logistics address social issues The vision that Kao aims to achieve by 2030 through its ESG activities � Kao’s role as a quasi- Positioning ESG activities as an investment for the future, and realizing profitable growth public institution Marketing and Informatization and (Paying taxes, sales expertise digitalization employment, etc.) The Kao Way the source of Kao’s value creation (corporate philosophy)
12 Kao Integrated Report 2019 Kao Integrated Report 2019 13 About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance Monthly Topics in 2018
Management Topics
FY2018 marked the second year of implementation of the Kao Group Mid-term Plan 2020 (K20). Kao acquired September November Washing Systems, LLC, a U.S. Professional-use products business, which represented an important investment in Kao selected for inclusion in the Dow Jones Sustainability World Index* for the global expansion of business-to-business (BtoB) sales. In the Cosmetics Business, we established a New Global Kao held a Technology Innovation fifth consecutive year Session Portfolio to serve as the core element in the global growth strategy. * The Dow Jones Sustainability World Index (DJSI) is an ESG index provided by the U.S.-based S&P This session was held to spread awareness of the Dow Jones Indices and RobecoSAM, which evaluates sustainability. high-level research and technology capabilities with which Kao is contributing to the building of February the society of the future, and to promote open August October innovation that involves collaboration between Selected as the grand prize April industry, government and universities. Kao acquired Washing Systems, LLC, in winning company for the Included in the S&P/JPX January the U.S., strengthening its Professional- Corporate Governance of the Established a new Carbon Efficient Index ® use products business Year Prize Strategic Innovative Kao is now a constituent of all New Technologies in Five Key Fields Reorganizing the Technology Team of the ESG indices selected for structure of the * Corporate Governance of the Year® is ● Skin science: Fine Fiber a registered trademark of the Japan This team was investment by Japan's Government ● Health science: RNA monitoring Consumer Products Association of Corporate Directors (JACD). established to promote July Pension Investment Fund (GPIF), Business a strategic digital which include, besides the S&P/JPX ● Hair science: Created Color The existing eight transformation, and Established a new ESG Carbon Efficient Index, the FTSE ● Surface science: Bio IOS business groups were February to realize a business Division Blossom Japan Index, the MSCI ● Environmental science: Package reorganized into 10 transformation and Japan ESG Select Leaders Index, The new ESG division was RecyCreation businesses and one enhancement of and the MSCI Japan Empowering Selected as one of the World’s established to undertake the project, to realize faster operational efficiency Women Index (WIN). Most Ethical Companies® (12th worldwide promotion of sustainable decision-making and through the effective growth―for both business and accelerated global consecutive year of being selected) utilization of cutting-edge society as a whole―that takes ESG expansion. * “World’s Most Ethical Companies®” and “Ethisphere” names and marks are technology. registered trademarks of Ethisphere LLC. as the foundation for management.
January February March April May June July August September October November December
February April May August September October
Medicated Rerise KATE Bioré Sofina Primavista PureOra Hair color Lash Pure Skin Cleanse Makeup base Foaming for gray Former that helps to Toothpaste hair prevent foundation Bioré breakdown due to Cooling oily skin sheet
Curél Moisture Balm Jergens Kyouryoku Kabi Haiter SOFINA iP March Deep Restoring mold remover Attack Base Essence Argan drain cleaner Pro EX soap June July
Sofina Aube Bioré Bioré Brush Cleansing Goldwell JF Facial Sheet One- Micellar Pure Pigments Man Water that keeps Touch SUQQU makeup intact Shadow Relief ultra-thin Extra Rich Glow adult diapers Quickle Cream Foundation Kanebo Low-rise pants Men’s Bioré Wet-sheets for Lift Serum (single-use pack) ONE cleaning fabric and carpets Product Topics
14 Kao Integrated Report 2019 Kao Integrated Report 2019 15 About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance Non-financial and Financial Highlights
Net Sales / Operating Income / Operating Margin ROE*7 / EPS*8
● Selected for inclusion in the Dow Jones Sustainability Index (DJSI World and (Billions of yen) (Billions of yen) (Yen) 19.8 (%) 1 1,471.8 1,474.6 1,457.6 1,489.4 1,508.0 DJSI Asia Pacific)* for the fifth year in a row 1,500.0 1,401.7 250.0 400 18.6 18.9 20 Key ® 204.8 207.7 16.1 ● Selected as one of the World’s Most Ethical Companies for the 13th 314.25 1,200.0 185.6 200.0 14.8 298.30 Points 300 15 consecutive year (February 2019) 167.3 164.4 12.4 253.43 900.0 150.0 2 133.3 209.82 ● Received an A evaluation from the Carbon Disclosure Project (CDP)* in the 13.7% 13.8% 197.19 12.7% 200 10 water and supplier engagement categories, and an A- evaluation in the climate 11.2% 11.3% 156.46 600.0 9.5% 100.0 change and forests categories 100 5 ● Profits grew for the ninth consecutive year and operating income reached record 300.0 50.0
highs for the sixth consecutive year, there by reflecting our sustained growth 0 0 0 0 2014 2015 2015 2016 2017 2018 (Fiscal year) 2014 2015 2015 2016 2017 2018 (Fiscal year) ● Continued to actively offer returns to shareholders, marking the 29th Japanese GAAP IFRS*6 Japanese GAAP IFRS*6
consecutive year of dividend growth Net sales (left) Operating income (right) Operating margin ROE (right) EPS (left) ● Economic Value Added (EVA®) continued to grow, rising 3.4% year-on-year
EVA®*5 Net Income Attributable to Owners of the Parent / Shareholder Returns*9
3 4 CO2 Emissions across the Product Lifecycle* Water Use across the Product Lifecycle* (Billions of yen) (Billions of yen) (Billions of yen) 100.0 120.0 200.0 90.4 93.5 (Thousands of tons) 0 (%) (Millions m3) (%) 100.0 153.7 11,910 0 2,970 80.0 147.0 12,000 11,699 11,743 0 2,961 2,924 73.4 11,108 11,360 3,000 2,811 2,849 0 150.0 80.0 126.6 58.6 2,378 60.0 50.0 105.2 50.0 9,064 98.9 9,000 –10 –10 60.0 50.0 100.0 -15 -14 -14 79.6 2,000 -17 -17 -18 -17 40.0 -19 100 40.0 -21 6,000 –20 -21 –20 54.3 58.5 50.0 20.0 46.8 20.0 35.5 40.2 40.2 1,000 3,000 –30 –30 0 0 0 0 2000 2014 2015 2015 2016 2017 2018 (Fiscal year) 2014 2015 2015 2016 2017 2018 (Fiscal year) Japanese GAAP IFRS*6 Japanese GAAP IFRS*6
0 –40 0 –40 EVA® under Japanese GAAP is presented as an index with 100 representing Net income attributable to owners of the parent*10 (right) 2005 2014 2015 2016 2017 2018 (Fiscal year) 2005 2014 2015 2016 2017 2018 (Fiscal year) the fiscal year ended March 31, 2000. Net income attributable to owners of the parent (right) Total dividend amount (left) Share repurchases*9 (left) CO2 emissions (left) Per unit (of sales) reduction rate (right) Water use (left) Per unit (of sales) reduction rate (right)
*1 DJSI World and DJSI Asia Pacific is an ESG index provided by the U.S.-based S&P R&D Expenses / R&D Expenses Ratio Dow Jones Indices and RobecoSAM, which evaluates sustainability. External Evaluation *2 CDP is an international NGO engaged in environmental fields such as climate change. CDP analyzes and evaluates information on environmental efforts by major (Billions of yen) (%) global corporations, specifically pertaining to climate change from the perspective of 60.0 56.7 57.7 6.0 corporate management risks brought about by climate change. 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 54.6 51.7 52.0 52.7 *3 “CO2 emissions across the product lifecycle” is defined as the combined total for DJSI World / DJSI Asia Pacific ● ● ● ● ● ● ● 50.0 5.0 the amount of lifecycle emissions of individual products, excluding emissions during manufacturing and distribution, multiplied by their annual sales quantity and the amount of emissions from the group’s manufacturing and distribution processes. FTSE4Good ● ● ● ● ● ● ● ● ● ● ● 3.7 3.7 3.8 3.8 40.0 3.5 3.6 4.0 However, this amount does not include emissions related to the use and disposal of MSCI Global Sustainability ● ● ● ● ● ● ● ● ● Chemical products. 30.0 3.0 *4 “Water use across the product lifecycle” is calculated by multiplying lifecycle water World’s Most Ethical Companies® ● ● ● ● ● ● ● ● ● ● ● ● use of individual products, excluding use during manufacturing and distribution, by their annual sales quantity and the amount from the group’s manufacturing and 20.0 2.0 ● ● ● ● ● ● ● distribution processes. This amount includes water used for procurement in regard ● ● ● to Chemical products but does not include water used in the use and disposal of CDP (climate change) Outstanding Outstanding Outstanding Outstanding Outstanding Outstanding Outstanding 10.0 1.0 information information information information information information information A− A− A− such products. disclosure disclosure disclosure disclosure disclosure disclosure disclosure *5 EVA® is a registered trademark of Stern Stewart & Co. 0 0 *6 The Kao Group adopted IFRS in FY2016. Euronext Vigeo Eiris World 120 Index ● ● ● ● 2014 2015 2015 2016 2017 2018 (Fiscal year) *7 Ratio of net income to net assets, excluding non-controlling interests and stock Japanese GAAP IFRS*6 acquisition rights (Japanese GAAP)/Ratio of net income to equity attributable to ETHIBEL ● ● ● ● ● ● ● ● ● ● ● ● owners of the parent (IFRS). R&D expenses (left) Percentage of net sales (right) *8 Net income per share (Japanese GAAP)/Basic earnings per share (IFRS). oekom ● ● ● ● ● ● ● ● ● ● ● ● *9 Excludes repurchase of shares of less than one trading unit. *10 The Kao Group has adopted the “Accounting Standard for Business Combinations” (ASBJ Statement No. 21, September 13, 2013) and other standards. Accordingly, “net income” has been changed to “net income attributable to owners of the parent.”
16 Kao Integrated Report 2019 Kao Integrated Report 2019 17 Chapter 2 What Kao Aims for
The Social Situation 20
CEO Message 22
CEO Interview 24
ESG Strategy 28
Kao Group’s Management Vision 36
Financial and Capital Strategies 38
Consumers can refill and reuse original product containers. About Kao What Kao Aims for Mid- to Long-term Strategies Performance in FY2018 Corporate Governance The Social Situation
Aiming for Continued Development From our point of view, as a business enterprise By contributing proactively toward the building of as a Sustainable Business Enterprise that operates all over the world, transformations in a society in which diversity is respected and which the natural environment and the resulting natural is free from poverty and discrimination, not only will The global society in which Kao operates is constantly disasters, as well as the growing threat posed by be able to maintain a strong relationship with society, undergoing dramatic change, of which the most environmental pollution, constitute significant risks. we will also be able to create employee-friendly obvious examples include the rapid evolution of On the other hand, it is also fair to say that, taking workplaces and enhance employees’ motivation and technology and increased population flow. The rising temperatures as an example, if this leads to an satisfaction. If, on the other hand, we fail to address emergence of the digital society has made it possible increase in the frequency with which people do the these issues, then we will find it difficult to recruit for people to access huge amounts of data of many laundry, then there will be an increase in the amount and retain first-rate personnel, and will find ourselves different kinds, and has led to the normalization of of washing detergent used. Demand for facial- losing important human assets. the formation of virtual communities and a shortening cleaning wipes and water conservation products In order to respond to the risks outlined above of information lifecycles. At the same time, with the will also rise, so climate change will also create new and take advantage of the opportunities that are changes that have been taking place in lifestyles and business opportunities to some extent. associated with them, it is important for us to review in family structures, and with the new trend toward At the same time, if a business enterprise is the approach to doing business that we have ethical consumption, there has been a diversification of unable to adapt and respond to issues such as developed over the years, and to use our products to people’s patterns of behavior, values and needs, which declining birthrates, the aging of the population and provide value for society in a responsible manner. has resulted in ever-growing product diversification. the digitalization of society―the precise impact of For Kao to realize its vision by 2030, it needs A report by the United Nations published in June which varies from region to region and from country to utilize its strengths to address environmental 2017 forecast that the world’s population would to country―then that enterprise can expect to and social problems, and take up the challenge reach 8.6 billion people by 2030, rising to 9.8 billion in miss out on business opportunities. If we are able to of boldly facing up to the transformations taking 2050 and to 11.2 billion by 2100. We believe that it is All of us benefit from the natural resources that provide products that are carefully tailored to meet place around it, so that Kao can give back to all of important for us to do what we can, with integrity, to have been created on this planet by being able to the needs of individual countries and regions and of its stakeholders, including consumers, customers, ensure that, in the future, our planet remains a place utilize them in our economic activities. It is therefore particular generations, then not only will this generate employees, shareholders, and society as a whole. where people can live comfortable lives. vitally important to combat environmental pollution and enormous business opportunities for our company, Kao will continue to challenge itself, in a way that inefficient resource utilization that could lead to the we will also be able to make a positive contribution lives up to its corporate philosophy, to ensure depletion of the planet’s resources. Already, climate to society as a whole, including our consumers and that Kao continues to be viewed by the world in change resulting from global warming, uncontrolled customers in general. general as a business group that is of real value and use of limited resources such as water and raw importance to society. materials, and pollution caused by waste and chemical substances, are having a negative impact on the environment and also threatening people’s everyday lives. For example, global warming has led to longer periods of hot weather in summer, an increase in the magnitude of typhoons, and more frequent instances of localized torrential rain. Similarly, the creation of fluorinated gases, which was viewed as a revolutionary breakthrough at the time, ultimately led to damage being caused to the planet’s ozone layer. Plastic was also a revolutionary material that made life more convenient for people, but plastic waste has polluted the oceans and other ecosystems. Issues of this kind are having a pronounced impact on people’s daily lives.
Undertaking research to create environmentally conscious products. Hand-washing awareness raising activity aimed at improving hygiene habits.
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Transforming ourselves to drive change. Through our distinctive ESG activities “Kirei Action,” we will generate significant growth
The Kao Way, our corporate philosophy The Kao Group Mid-term Plan K20 is is the foundation of all corporate an important step toward realizing this activities. Our mission is to strive for the goal. In FY2018, as the second year wholehearted satisfaction and enrichment of K20, we made further progress in of the lives of people globally and to reflecting an ESG perspective in our contribute to the sustainability of the Yoki-Monozukuri to benefit society. We world. By transforming ourselves to drive also took steps to further enhance our change, we will become a corporate group corporate value with the goal of fostering a with a global presence by 2030 and be distinctive corporate image unique to Kao able to continue delivering a high level of that makes effective use of our existing returns to stakeholders. businesses and strategic brands. As a Amid major changes to the society result, we have achieved nine consecutive and the natural environment, we position years of increased profit, six consecutive not only our financial strategy but also years of record high operating income and our non-financial strategy and initiatives twenty-nine consecutive years of dividend as being among our most important growth. management priorities for ensuring the The Kao Group’s business is now sustainable business growth of the Kao spreading around the world. While the Group now and in the future. Therefore, regions in which we operate and our we are launching major global ESG product categories have multiplied in activities for the group that we have number, our commitment to being a named “Kirei Action.” We are designing valued source of support for consumers and conducting these activities with and customers and to enriching both our unique approach to help people people’s lives and society as a whole has throughout the world to realize the kind remained unchanged since our founding. of future we want create. This requires The contributions we make to creating a serious commitment to addressing sustainability in society are investments the social issues presented in the in the future. We are committed to living Sustainable Development Goals (SDGs) up to expectations that we will direct the and recognition of trends including strict management of our business based on environmental regulations and ethical new ideas not bound by existing concepts. consumption. We at the Kao Group will boldly take on challenges with a unique approaches while continuing to value the mission entrusted to us by our founder.
Michitaka Sawada Representative Director President and Chief Executive Officer
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Could you describe the social significance of Q2 Kao’s initiatives in FY2018?
I think it is fair to say that FY2018 was the year we plastic in the ocean, so that we can reduce our truly embarked on Yoki-Monozukuri from an ESG environmental impact across the entire product perspective. We always consider the ways we can lifecycle. benefit society as we conduct our activities. As In recognition of our FY2018 activities, we were long as we stay true to this, it will lead to profitable selected for the World’s Most Ethical Companies® growth. If we have profitable growth, then we can list in February 2019. We are the only Japanese fulfill our social role as a public institution and provide company that has been selected for the list for stakeholders with a high level of returns. All of the thirteen consecutive years, since it was established products and services we offer have been designed in 2007. Our core value of Integrity supports our ESG with considerations for their environmental and activities. We will continue to conduct our activities social benefit. In October 2018, we released “Our while keeping in mind the spirit of Integrity that runs Philosophy & Action on Plastic Packaging,” which through the Kao Way, our corporate philosophy. defines our basic approach, activities conducted to date, and future direction. We must not think of selling products as the end of our responsibility, but instead must take responsibility and plan down to the final processing. We are serious about taking action to solve the problem of plastic waste, including
What did the Kao Group achieve Q1 Keynote speech at the 2018 Fabric and Home Care World Conference in FY2018? In October 2018, the Fabric and Home Care World Conference was held in Florida, USA, with 450 participants from 33 countries and regions around First, I am pleased to say that we have achieved strengthening our brands, which is a pillar of our the world. nine consecutive years of increased profits, six cosmetics growth strategy that we announced in May In my keynote speech, I talked about how the consecutive years of record-high operating income 2018. Our mass skin care brand Bioré continues to essence of cleaning was not just the functional and twenty-nine consecutive years of increased grow and has established itself as a global brand with value of removing dirt, but the act of showing care cash dividends. I would like to express my deep a scale of 100 billion yen. Alongside this, we have for others. What I mean is that cleaning has an appreciation to the many stakeholders whose built on our ESG activities, which form the core of our emotional component, and detergent has the power support has contributed to this result. We also non-financial activities. We established the new ESG to connect people to each other and to society. focused on revitalizing our Cosmetics Business, Division in July 2018, led by senior management from I called on our industry to conduct product which had been struggling, and achieved results Kao USA, and are conducting ESG activities as a development from this new perspective and to there. We improved operating income by more than long-term investment. These activities will ensure that work together to make contributions to resolving 10 billion yen, and our operating income margin we increase our corporate value in the long term as environmental and social problems. also approximately doubled over the previous year well as achieve a greater global presence for the Kao to around 10%. Looking ahead, we will shift to Group.
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CEO Interview
Could you describe Kao’s future direction and specific Could you talk about your views on further enhance Q3 Q4 actions you are taking? corporate value?
FY2019 is positioned as a decisive year for us. I We announced the five technologies of fine Building on our ESG activities and Monozukuri from achieving this is not easy. In addition, the world would like this to be the year when we really see the fiber, RNA monitoring, Created Color, Bio IOS an ESG perspective are important. The foundation around us is changing in more disruptive ways. fruition of what we have accomplished in the first and Package RecyCreation at the Kao Group for this is keeping in mind that the essential nature Amid this situation, it is important to not only quickly two years of K20 as well as the issues that have Technology Innovation Session. We received a of our corporate activities is serving society. If we adapt to change but also to instigate change emerged and the technologies and expertise we strong response after the announcement and a lot of can do this well, then we will absolutely make ourselves. We made K20’s slogan “Transforming have built up. Specifically, we will take actions in feedback about our technology applications. Based contributions to society, and this will also lead to ourselves to drive change,” and putting this slogan response to the increase in Japan’s consumption on this, I plan to move all of these technologies to profitable growth. In turn, this will lead to increased into practice will make it possible. tax and advance our business activities with primary the commercialization planning stage in 2019. We corporate value in the long term. The Kao Group will continue to transform. And, focus on further development of the Cosmetics intend to elevate these technologies to innovations However, since natural disasters are frequent we will absolutely become a company with a global Business, reinforcement of the Consumer that hold the power of social transformation. and the business environment is challenging and presence. I hope to have your continued support. Products Business in the Americas and Europe We will also build on our ESG activities. We have filled with social and economic uncertainties, and revitalization of the Baby diaper business. In formulated the Kirei Lifestyle Plan, which embodies addition, we will undertake commercialization of five our ESG strategy, and we will be taking concrete technologies that we announced at the Technology steps to put this plan into effect globally in FY2019. Innovation session held in November 2018. Building The actions of our individual employees play an Dialogue with Shareholders on our brands is key to the further development important role in this, and we will be sharing our of the Cosmetics Business, which is showing ideas and beliefs with them as we move forward. To enhance corporate value, we are seeking recovery. We will pursue this by concentrating We established the Strategic Innovative to create opportunities for dialogue with investment in selected focus brands, namely 11 Technology Team in April 2018 and got it fully up shareholders and institutional investors. This global brands (G11) and eight regional brands (R8), and running. Using advanced technology such dialogue will deepen their understanding of Kao launching new products, expanding our global as AI, IoT, and robots in ways that embody who and serve to create sustained company growth operations and others. Consumer products in the we are will be an important part of our corporate and mid- to long-term corporate value. Americas and Europe have struggled, and starting activities going forward. Advanced technology will in FY2019 we switched to a locally led production not only prove useful in product development such structure. The Hair care products in the Americas as in business, research and production, but also in and Europe is particularly challenging. Globally, communicating our value proposition such as sales hair care is becoming more of a collection of “small and marketing and in building up human resources Genba* Roundtable Meeting mass markets*,” and companies need to be able to including personnel development and hiring. We will The Kao Way contains the principle of quickly offer products that go ahead of the times. take steps toward in FY2019 while strengthening Genba-ism, and we are holding Genba The trend of ethical consumption is also on the rise, our cooperation with outside partners. Roundtable Meetings at Kao Group and we will act accordingly with a new organization FY2019 is certain to be a decisive year for us. locations around the world. Here, top while incorporating an ESG perspective. Our We will push forward without fear of failure. And management communicates their thoughts business activities in China are key to the Baby we are aiming to achieve ten consecutive years of and aspirations for the Kao Group diaper business. A range of factors was behind the increased operating income, seven consecutive directly to employees working at local challenging business conditions we experienced years of record operating income, and thirty sites, exchange of opinions with them, in FY2018, and we are seeking to revitalize the consecutive years of increased cash dividends. The and reflect feedback from local sites in business in FY2019 with a more flexible strategy. results of this will facilitate achievement of K20, and management operations. Considering the larger infant population globally, the we will be united in this effort as a group. Baby diaper business still has room for growth. I intend to apply the technological capabilities of the * Sub-markets smaller than the mass market that maintain a certain scale (term defined by Kao). * 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 Kao Group to this end. externally, in order to maximize our understanding the business and optimize our performance.
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Our actions need to offer much more than just like-minded partners across industries to make them incremental improvements, marking a real step scalable and maximize their impact. change from past efforts. We will call these new I firmly believe that this renewed commitment to, actions our Kirei Actions. As always, excellence in and action on, ESG will play a pivotal role in innovation and technology – the hallmark of Kao achieving Kao’s ambition to enhance our presence – will be key to our success. And, with the R&D on the global stage, and earn the support and trust assets that we have amassed over the years, we will of those we serve. develop new sustainable innovations, and work with
Governance structure
A robust governance structure will ensure that Kao functions, and regions across the company, it plays harnesses the power across the organization to a vital role in integrating ESG into the business successfully activate the ESG vision and strategy. strategy and operations. To enable us to develop The ESG Committee has been set up plans and activate them quickly, the ESG Promotion directly under the Board of Directors, above the Meeting will develop and assign task force teams, David J. Muenz Management Committee, as a body that has as required, to address topics of priority. Executive Officer Senior Vice President, responsibility to approve and manage ESG direction, An ESG External Advisory Board, made up of ESG, Global strategy, and performance for the long-term success experts from diverse fields, has been established. of Kao. The purpose of this Board is to secure global input Under the Committee, the ESG Promotions that will enable us to develop world-class plans Meeting has been established to shape and drive and actions, as well as open up opportunities for ESG strategies. Comprising leaders of businesses, external collaboration and partnerships.
By introducing ESG (Environmental, Social and Governance) factors into
our business strategy, we aim to expand our business and provide even ESG Promotion Structure better products and services to consumers and society.
Imagine Kao supporting billions of people to live a In the face of this changing landscape, we need Board of Directors Internal Control more sustainable lifestyle. This is a bold idea. But it is a plan that will make us resilient and help us grow. ESG Committee Committee ESG External Management an idea that the world needs now more than ever, That is why we set up a new ESG Division in July Advisory Board and an idea we are uniquely placed to make real. It is 2018 and are launching our new ESG strategy that Committee ESG Promotion Meeting an idea that has the potential to accelerate our builds on the strengths of our previous sustainability business growth and value too. plans but pushes our ambition, commitments and ESG Task Force We are acting on this bold idea because the 2030 goals to a level of global leadership. context in which we operate is changing rapidly. Ever since Kao began business in 1887, we Issues like climate change, aging societies, resource have always put consumer needs at the heart of Each division and Group company scarcity, plastic waste in the oceans, together with everything we do. In 2019, those consumer needs rapidly advancing technologies are transforming the have changed, but our approach remains. Our new very foundations of our markets and shifting ESG strategy outlines how we will serve our stakeholder needs. This is particularly true of the consumers’ needs and desires to live more next generation of consumers in growth markets. sustainable lifestyles that contribute to a more These younger consumers want to make a positive sustainable world. We call it the Kirei Lifestyle – living impact on the world and have higher expectations of a beautiful life inside and out. business to match. They want quality products that To deliver this, we need to step up innovation at protect the environment, transparency, and brands every level of business – from procurement to that allow them to live their values. production, from point of use to product disposal.
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ESG Strategy
Kirei Lifestyle Plan
Kao’s ESG strategy has been developed and designed to serve people’s needs, behaviours the Kirei Lifestyle Plan. Kao will strive to create a long-lasting impact to society through the and desire to live sustainable lifestyles that contribute to a sustainable world. We call this the Kirei Lifestyle Plan. Kirei Lifestyle, and we call the vision, commitments and actions that contribute to that lifestyle
Our Vision Our ESG Commitments To achieve the Kirei Lifestyle that people desire, Kao will use its Research and Development assets and technologies to create innovations with long-lasting positive impact. To deliver our vision of a Kirei Lifestyle for all, we have set out and Actions three ambitious 2030 commitments supported by 19 leadership actions.
A Kirei lifestyle means living a beautiful life inside and out. ao o it ents by ao tions
BY 2030 A Kirei lifestyle is full of compassion. aking We will aim to empower all people, IMPROVED HABITS FOR UNIVERSAL SAFER Where making your own life clean and beautiful y everyday at least 1 billion by 2030, to enjoy QUALITY CLEANLINESS, PRODUCT HEALTHIER more beautiful lives — greater OF LIFE BEAUTY DESIGN PRODUCTS never compromises the beauty and cleanliness ore cleanliness, easier aging, better health & HEALTH of the world around you. beautiful and confidence in self expression
A Kirei lifestyle is enjoying today, with the peace of mind that those joys BY 2030 aking 100% of Kao brands will make it will be there tomorrow. y SUSTAINABLE PURPOSE TRANSFORMATIVE RESPONSIBLY thoughtful easy for people to make small but LIFESTYLE DRIVEN PRODUCT SOURCED RAW irei meaningful choices that, together, PROMOTION BRANDS INNOVATION MATERIALS hoi es for will shape a more resilient and It’s the chance to express who you truly are, ifestyle so iety compassionate society with the confidence that you are walking the right path. Even in the smallest, everyday moments.
BY 2030 That’s why at Kao, everything aking AIR &WATER 100% of our products will leave ZERO WATER the world DECARBONIZATION POLLUTION we do is in service of this lifestyle. a full life cycle environmental WASTE CONSERVATION healthier footprint that science says our PREVENTION It’s why we do what is right, not what is easy. leaner natural world can safely absorb We put our innovation and imagination to the task of enriching lives by finding ways EFFECTIVE RESPECTING INCLUSIVE EMPLOYEE HUMAN RESPONSIBLE FULL CORPORATE HUMAN & DIVERSE WELLBEING CAPITAL CHEMICALS for people the world over to live the Kirei lifestyle. TRANSPARENCY GOVERNANCE RIGHTS WORKPLACES & SAFETY DEVELOPMENT MANAGEMENT