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4452 · Kao
The numbers below are read directly from Kao’s EDINET filing, in yen. The Japanese-language narrative is not machine-read; the short business note that follows is written and reviewed by hand, grounded in the filing and the company’s established facts. Find it on EDINET (code 4452) →
The business in brief
- What it is
- Kao is one of Japan's large consumer-products makers. It sells everyday household and personal-care goods -- the kind of soaps, detergents, shampoos, skin- and hair-care items, and cosmetics that get used up and rebought -- and alongside them runs a chemicals business that supplies other manufacturers rather than the shopper. It earns its keep the way branded-staples firms do: making each item for a little, selling it for somewhat more, and leaning on the habit of buying the same thing again.
- What moves the needle
- The question that governs this business is whether the names on its bottles are a franchise or just labels on commodities anyone can copy: does the brand let Kao ask more than a private-label rival and keep its place on the shelf, or must it discount and advertise merely to stand still? Watch the gross margin and the operating margin as the evidence -- a wide, durable gap between what a product costs to make and what it fetches is what pricing power would look like, set against the raw-material and retailer costs it must bargain down. The reinvestment runway is short for a maker of things households already own, so the test is whether the cash comes back to owners rather than compounding inside the firm; the bad case is a slow grind in which competition and input costs eat the spread and the brand premium quietly thins. The figures for the margins, the returns on capital, and the balance sheet are in the record below.
Written and reviewed by hand, grounded in the filing and the company’s established facts.
The record
What the business has done across the cycle, read straight from the EDINET filing: the multi-year record, and the walk from reported profit to the cash an owner could take out.
The record, 2016–2025
realized figures from each filing · older years to the left| 2016’16 | 2017’17 | 2018’18 | 2019’19 | 2020’20 | 2021’21 | 2022’22 | 2023’23 | 2024’24 | 2025’25 | |
|---|---|---|---|---|---|---|---|---|---|---|
| Income statement | ||||||||||
| ¥1.46T | ¥1.49T | ¥1.51T | ¥1.50T | ¥1.38T | ¥1.42T | ¥1.55T | ¥1.53T | ¥1.63T | ¥1.69T | RevenueRevenue |
| — | — | — | 44% | 43% | — | — | — | 39% | 40% | Gross marginGross mgn |
| — | — | — | 29% | 30% | — | — | — | 31% | 30% | SG&A / revenueSG&A/rev |
| ¥127.9B | ¥145.6B | ¥207.7B | ¥211.7B | ¥175.6B | ¥143.5B | ¥110.1B | ¥60.0B | ¥146.6B | ¥164.1B | Operating incomeOp. inc. |
| 8.8% | 9.8% | 13.8% | 14.1% | 12.7% | 10.1% | 7.1% | 3.9% | 9.0% | 9.7% | Operating marginOp. mgn |
| ¥126.6B | ¥147.0B | ¥153.7B | ¥148.2B | ¥126.1B | ¥109.6B | ¥86.0B | ¥43.9B | ¥107.8B | ¥120.1B | Net incomeNet inc. |
| Cash flow & returns | ||||||||||
| ¥184.3B | ¥185.8B | ¥195.6B | ¥244.5B | ¥214.7B | ¥175.5B | ¥130.9B | ¥202.5B | ¥201.6B | ¥199.7B | Operating cash flowOp. cash |
| — | — | ¥60.7B | ¥83.4B | ¥86.1B | ¥87.3B | ¥89.7B | ¥89.6B | ¥88.4B | ¥85.8B | DepreciationDeprec. |
| ¥57.8B | ¥38.8B | (¥18.8B) | ¥12.9B | ¥2.5B | (¥21.5B) | (¥44.9B) | ¥69.0B | ¥5.4B | (¥6.2B) | Working capital & otherWC & other |
| — | — | ¥80.3B | ¥84.0B | ¥59.4B | ¥60.0B | ¥65.5B | ¥54.2B | ¥57.4B | ¥61.2B | CapexCapex |
| — | — | 5.3% | 5.6% | 4.3% | 4.2% | 4.2% | 3.5% | 3.5% | 3.6% | Capex / revenueCapex/rev |
| — | — | ¥115.3B | ¥160.6B | ¥155.3B | ¥115.6B | ¥65.4B | ¥148.3B | ¥144.2B | ¥138.5B | Owner earningsOwner earn. |
| — | — | 7.6% | 10.7% | 11.2% | 8.1% | 4.2% | 9.7% | 8.9% | 8.2% | Owner earnings marginOE mgn |
| — | — | ¥115.3B | ¥160.6B | ¥155.3B | ¥115.6B | ¥65.4B | ¥148.3B | ¥144.2B | ¥138.5B | Free cash flowFCF |
| — | — | 7.6% | 10.7% | 11.2% | 8.1% | 4.2% | 9.7% | 8.9% | 8.2% | Free cash flow marginFCF mgn |
| ¥44.2B | ¥50.3B | ¥56.8B | ¥60.5B | ¥65.0B | ¥67.9B | ¥68.9B | ¥69.3B | ¥70.2B | ¥71.1B | Dividends paidDiv. paid |
| ¥50.0B | ¥1.8B | ¥50.0B | ¥50.0B | ¥28M | ¥51.8B | ¥50.0B | ¥17M | ¥2.8B | ¥80.1B | BuybacksBuybacks |
| 15% | 14% | 24% | 20% | 16% | 13% | 9% | 5% | 12% | 13% | ROICROIC |
| 19% | 18% | 19% | 17% | 14% | 11% | 9% | 4% | 10% | 11% | Return on equityROE |
| 12% | 12% | 12% | 10% | 7% | 4% | 2% | −3% | 4% | 5% | Retained to equityRetained/eq |
| Balance sheet | ||||||||||
| ¥108.1B | ¥130.1B | ¥266.0B | ¥319.7B | ¥363.1B | ¥336.1B | ¥268.2B | ¥291.7B | ¥376.7B | ¥332.8B | Cash & investmentsCash+inv |
| ¥73.4B | ¥73.8B | ¥223.1B | ¥208.8B | ¥200.1B | ¥216.2B | ¥230.6B | ¥225.9B | ¥238.1B | ¥245.3B | ReceivablesReceiv. |
| ¥47.4B | ¥54.2B | ¥62.6B | ¥67.8B | ¥65.4B | ¥65.4B | ¥76.1B | ¥79.9B | ¥79.1B | ¥87.5B | InventoryInvent. |
| — | — | ¥225.6B | ¥222.3B | ¥215.8B | ¥229.1B | ¥243.8B | ¥235.5B | ¥258.0B | ¥270.1B | Accounts payablePayables |
| ¥120.8B | ¥128.0B | ¥60.1B | ¥54.4B | ¥49.6B | ¥52.6B | ¥63.0B | ¥70.3B | ¥59.1B | ¥62.7B | Operating working capitalOper. WC |
| ¥420.6B | ¥433.9B | ¥726.3B | ¥737.0B | ¥778.4B | ¥809.8B | ¥807.2B | ¥818.1B | ¥914.0B | ¥905.9B | Current assetsCur. assets |
| ¥391.2B | ¥383.9B | ¥405.4B | ¥402.2B | ¥380.8B | ¥344.6B | ¥397.4B | ¥403.3B | ¥460.4B | ¥492.5B | Current liabilitiesCur. liab. |
| 1.1× | 1.1× | 1.8× | 1.8× | 2.0× | 2.4× | 2.0× | 2.0× | 2.0× | 1.8× | Current ratioCurr. ratio |
| — | — | ¥180.3B | ¥179.7B | ¥177.0B | ¥183.5B | ¥191.9B | ¥220.2B | ¥228.4B | ¥231.1B | GoodwillGoodwill |
| ¥1.34T | ¥1.43T | ¥1.46T | ¥1.65T | ¥1.67T | ¥1.70T | ¥1.73T | ¥1.77T | ¥1.87T | ¥1.88T | Total assetsAssets |
| ¥122.3B | ¥121.8B | ¥120.8B | ¥288.2B | ¥274.2B | ¥268.7B | ¥262.9B | ¥261.1B | ¥245.3B | ¥243.1B | Total debtDebt |
| ¥14.3B | (¥8.3B) | (¥145.2B) | (¥31.4B) | (¥88.9B) | (¥67.4B) | (¥5.4B) | (¥30.6B) | (¥131.4B) | (¥89.6B) | Net debt / (cash)Net debt |
| 326.4× | 338.6× | 48.9× | 40.5× | 30.1× | 55.2× | 45.5× | 17.4× | 35.9× | 42.9× | Interest coverageInt. cov. |
| ¥679.8B | ¥806.4B | ¥822.4B | ¥857.7B | ¥923.7B | ¥965.1B | ¥972.1B | ¥983.7B | ¥1.07T | ¥1.06T | Shareholders’ equityEquity |
| Per share | ||||||||||
| 504M | 495M | 489M | 482M | 482M | 475M | 466M | 466M | 466M | 454M | Shares out (diluted)Shares |
| ¥2892.08 | ¥3008.93 | ¥3085.75 | ¥3116.68 | ¥2867.21 | ¥2986.88 | ¥3329.17 | ¥3289.50 | ¥3495.27 | ¥3722.74 | Revenue / shareRev/sh |
| ¥251.09 | ¥296.99 | ¥314.50 | ¥307.50 | ¥261.71 | ¥230.81 | ¥184.67 | ¥94.16 | ¥231.31 | ¥264.73 | EPS (diluted)EPS |
| — | — | ¥235.96 | ¥333.12 | ¥322.24 | ¥243.31 | ¥140.34 | ¥318.34 | ¥309.47 | ¥305.26 | Owner earnings / shareOE/sh |
| — | — | ¥235.96 | ¥333.12 | ¥322.24 | ¥243.31 | ¥140.34 | ¥318.34 | ¥309.47 | ¥305.26 | Free cash flow / shareFCF/sh |
| ¥87.67 | ¥101.69 | ¥116.30 | ¥125.54 | ¥134.83 | ¥142.86 | ¥147.95 | ¥148.83 | ¥150.77 | ¥156.85 | Dividends / shareDiv/sh |
| — | — | ¥164.30 | ¥174.19 | ¥123.23 | ¥126.21 | ¥140.63 | ¥116.26 | ¥123.21 | ¥134.95 | Cap. spending / shareCapex/sh |
| ¥1348.89 | ¥1629.05 | ¥1682.75 | ¥1779.45 | ¥1916.36 | ¥2031.87 | ¥2086.42 | ¥2111.31 | ¥2289.71 | ¥2345.85 | Book value / shareBVPS |
| 9-yr | 5-yr | |
|---|---|---|
| Revenue / share | +2.8%/yr | +5.4%/yr |
| Owner earnings / share | +3.7%/yr (7-yr) | −1.1%/yr |
| EPS | +0.6%/yr | +0.2%/yr |
| Dividends / share | +6.7%/yr | +3.1%/yr |
| Capital spending / share | −2.8%/yr (7-yr) | +1.8%/yr |
| Book value / share | +6.3%/yr | +4.1%/yr |
Net income is the accountant's number; owner earnings is the cash an owner could take out. The walk between them, off the cash-flow statement, and whether the gap is widening or holding.
In fiscal 2025 the business turned ¥120.1B of profit into ¥138.5B of owner earnings: more cash than the profit line showed, after the non-cash charges and the capital it put back in.
| FY2025 | FY2024 | FY2023 | FY2022 | FY2021 | |
|---|---|---|---|---|---|
| Reported net income | ¥120.1B | ¥107.8B | ¥43.9B | ¥86.0B | ¥109.6B |
| Depreciation & amortizationnon-cash charge added back | +¥85.8B | +¥88.4B | +¥89.6B | +¥89.7B | +¥87.3B |
| Working capital & othertiming of cash in and out, other non-cash items | −¥6.2B | +¥5.4B | +¥69.0B | −¥44.9B | −¥21.5B |
| Cash from operations | ¥199.7B | ¥201.6B | ¥202.5B | ¥130.9B | ¥175.5B |
| Capital expenditurecash put back in to keep running and to grow | −¥61.2B | −¥57.4B | −¥54.2B | −¥65.5B | −¥60.0B |
| Owner earnings | ¥138.5B | ¥144.2B | ¥148.3B | ¥65.4B | ¥115.6B |
| Owner-earnings marginowner earnings ÷ revenue | 8% | 9% | 10% | 4% | 8% |
Owner earnings is the cash an owner could pull out without starving the business: operating cash less the capital it must spend to hold its position .
Maintenance capex is estimated as depreciation where a growing business invests above it; free cash flow is the figure the scorecard's free-cash margin reads.
Quality & stewardship
Returns, the balance sheet, and stewardship. The same checks the US pages run, in yen.
Owner’s Scorecard
Will it survive?
- Can it pay its interest? 42.9×ComfortableOperating income ¥164.1B ÷ interest expense ¥3.8B
What this means
Operating profit covers interest with the kind of margin Graham wanted for a defensive holding. Necessary, not sufficient, it says solvent, not cheap.
- Net cashCash ¥323.3B + ST investments ¥9.5B − debt ¥243.1B
What this means
Cash and short-term investments exceed every dollar of debt by ¥89.6B, on net the company owes nothing, and can act from strength when others can't. Net debt is the leverage figure that matters: the cash is already set against the debt. Strategic or illiquid investments aren't counted here.
- Negative, funded by othersDSO 53 + DIO 31 − DPO 97 days
What this means
Days cash is tied up between paying suppliers and collecting from customers. A negative cycle is a quiet moat: suppliers and customers fund the operation (Buffett's “float”), the company grows on other people's money.
Is it a good business?
- Solid through the cycle10-yr median, range 5%–24%; 13% latest = NOPAT ¥129.6B ÷ invested capital ¥983.9BIndustry peers: median 16%
What this means
The rate the business earns on the money tied up in it, Buffett's north star, because over time a stock tracks the ROIC beneath it. Above ~15% sustained hints at a moat; a return below the cost of capital (~8%) erodes value as a business grows rather than building it — the test Buffett weighs most. The headline is the median of the last 10 years (it ran 13% most recently), so one peak or trough year doesn't set the verdict. Asset-light businesses (R&D expensed, little capital) read artificially high, pair this with Owner Earnings.
- Solid through the cycle8-yr median margin, range 4%–11%; latest ¥138.5B = operating cash ¥199.7B − maintenance capex ¥61.2BIndustry peers: median 2%
What this means
What an owner could take out without starving the business: operating cash less the maintenance capital it must spend to hold its position — Buffett's owner earnings. That's 8% of revenue this year, a 8% median across 8 years.
- Cash-backedCash from ops ¥199.7B ÷ net income ¥120.1B
What this means
How much of reported profit showed up as operating cash. Above 1× is reassuring; well below suggests earnings lean on accruals. One year is noisy, growth and working-capital swings distort it, and this is operating cash, not free cash. Watch the multi-year trend.
How is the cash used?
- Returned more than it generatedDividends + buybacks ¥151.2B ÷ Owner Earnings ¥138.5B
What this means
The company returned more than it generated: against ¥138.5B of Owner Earnings, ¥151.2B (109%) went back to shareholders, ¥71.1B dividends, ¥80.1B buybacks — the excess came from the balance sheet or borrowing, not the year's operations. Sustained, that pattern draws down cash or adds debt; the net-debt line above shows where it stands.
- Investing or harvesting? 0.71×HarvestingCapex ¥61.2B ÷ depreciation ¥85.8B
What this means
Descriptive, not a grade. Above ~1× means investing faster than assets wear out (growth, or, sustained for years, today's earnings carrying less depreciation than tomorrow's will). Below means spending less than it's wearing out (efficiency, or a melting asset base). The ratio won't tell you which; the filings will.
Durability & moat, 2016–2025
Whether the record’s returns held, and what the capital reinvested earned.
- Profitable years 10 of 10
What this means
Never lost money over the record, the earnings stability Graham insisted on.
- Return on capital ≥ 15% 3 of 10 yrs
What this means
A moat shows up as a high return on invested capital that holds year after year, not one good vintage.
- Operating margin 11% → 8% (3-yr avg ends)
What this means
The recent-years average (8%) sits below the early years (11%), but the latest year (10%) is back near the early level: a cyclical trough dragging the window down, not a one-way slide. The through-cycle median is 10% — read it across the cycle, not on the dip.
- Reinvestment, incremental ROIC −12%
What this means
Reinvested capital came back at a negative incremental return over this window — the invested base grew while operating profit did not. The filings show where it went.
- Owner earnings growth +0%/yr
What this means
Owner earnings grew about 0% a year over the record.
- Worst year 2023 · 3.9% op. margin
What this means
Stayed profitable even in its hardest year, the resilience that survives recessions.
- Share count −1.2%/yr
What this means
The share count is shrinking, buybacks are quietly growing your slice of the business.
- Dividend record rising
What this means
Paid and raised the dividend across the record, the continuity Graham prized.
All figures as filed; the source filing is linked above.
How the cash was used, 2018–2025
Over the record, the business generated ¥1.57T of operating cash; how management split it reads as a balanced allocator, splitting cash between the business, owners, and the balance sheet.
- Reinvested¥521.9B · 33%
- Dividends¥529.9B · 34%
- Buybacks¥284.8B · 18%
- Retained (debt / cash)¥228.4B · 15%
- Returned to owners¥814.7B
78% of the owner earnings the business produced over the span, ¥529.9B as dividends and ¥284.8B as buybacks.
- Average price paid for buybacks—
Buybacks ran ¥284.8B over the span, but the filings don't tag the share count needed to deduce the average price paid.
- Net change in share count−7.2%
The diluted count fell from 489M to 454M, so the buybacks outran the stock issued to staff.
- Dividend record¥156.85/sh
Paid in 8 of the years on record, the per-share dividend growing about 4% a year. It was never cut over the span.
- Return on what it retained—
Not read here: owner earnings are negative over the span, or the company returned nearly all its earnings rather than retaining them, so there is too little retained to measure a return on.
Buybacks are gross of stock issued to staff; the share-count line above is the net of that, the figure that decides whether owners gained. The average price paid blends a year of purchases (and any accelerated repurchase), so it is close, not exact. The record of where the cash went and on what terms.
Inverting the record
Invert: instead of why Kao is a good business, the question is what would make owning it a mistake, and whether those marks are in the record. Disconfirming tests across 2016–2025.
2 of the 5 tests turned up something to look into; the other 3 came back clean.
- Look hereDid debt outgrow the business?¥122.3B → ¥243.1B
Debt rose from ¥122.3B to ¥243.1B while owner earnings went from about ¥143.7B to ¥143.7B — about 0.9 years of owner earnings in debt then, about 1.7 now: measured against what the business earns, the balance sheet carries more debt than it did. Debt raised for buybacks or deals rather than growth is the kind that bites in a downturn.
- Look hereDid receivables and inventory outpace sales?8% → 20% of sales
Receivables and inventory grew from ¥120.8B to ¥332.8B while revenue grew 16%: working capital is climbing faster than sales (8% of revenue then, 20% now). That can mean customers paying slower, stock building up, or revenue pulled forward. The filing's cash-flow and receivables notes say which.
- Is it less profitable than it was?
- Did the share count rise anyway?
- Did reported profit become cash?
Each test is read from the filings and is noisy alone; a flag can mark a cyclical trough or a year of heavy investment as easily as a problem. The filing says which.
The price
What a price would have to assume, set against the record above.
What the price implies
reverse-DCFType today's close and see the owner-earnings growth you'd have to believe to justify it, beside what Kao has delivered.
Through the cycle, Kao earns about ¥144.0B on its 8.5% median owner-earnings margin. This year’s 8.2% margin runs in line with that. Normalize, below, values the price on that through-cycle figure rather than the latest year.
—
9.0% = the 4.55% 10-year Treasury (Jul 15, 2026) + 4.45 points of equity premium. The rate you require is yours to set.
Enter a price above to run it.
A dated snapshot of the price you typed, the assumptions you set, and what the page showed for them. A snapshot is never edited after it is saved. Your notebook is yours alone — the commitment states what is stored and what we will never do.
Graham capped the multiple at 15×; Buffett and Munger let that rule go: a wonderful business can deserve 50× if the thesis holds. The gate marks the bargain-hunter's floor.
Prefilled with the 10-year Treasury (4.55%, as of Jul 15, 2026). Edit it for today’s exact figure, or a AAA corporate yield.
Graham measured a stock against the bond you could own instead, the heart of his margin of safety. Enter a price above to weigh the owner-earnings yield against this bond.
Owner earnings ¥138.5B on 454M diluted shares; net cash ¥89.6B. The base is the latest year by default; Normalize values it on the through-cycle median owner-earnings margin (to avoid paying on a peak year). Net of stock comp treats option pay as the expense it is. The dials set the multiple a growth belief justifies; the price, and every dollar on this page, is yours.
Figures from EDINET, the Financial Services Agency’s disclosure system, the same kind of filing the US pages draw from EDGAR. A separate pool: these names never pass through the US industry classifier.
Manual order: ← 4385 its page in the Manual 4502 →
Industry order: the Personal Care Products chapter 4911 →