Toyota Boshoku Corp. · TSE:3116
Toyota Boshoku — Investor Presentation (November 2021)
19 slides from Toyota Boshoku's investor presentation, Nov 11, 2021
Slide 1: FY2022 Mid-Term Business Briefing
TSE 1st Section Securities Code 3116 FY2022 (Year ending March 2022) Mid-Term Business Briefing Date: November 11, 2021 Reforestation Activities（China） Reforestation Activities （Thai） Reforestation Activities （France） 1/ 19
Slide 2: 1. Measures against COVID-19
1. Measures against COVID-19 Continuation of business by proceeding measures against COVID-19 (1) Measures against (2) Further Promotion of telework ◆Telework Rate （Administrative the infection ②Improvement of ➀ Improvement of Employee） ◆Workplace vaccination IT infrastructure internal systems Targe
Slide 3: 1. Measures against COVID-19: Safe, free movement
1. Measures against COVID-19 Enable safe, free movement despite COVID-19 (1) Anti-droplet partitions (sales started in September) （２）UVC (deep ultraviolet) light-emitting device Providing a safe environment for vehicles used by Provide taxi drivers with a safe environment many and unspecified people
Slide 4: 2. Summary of 2020 Business Plan
2. Summary of 2020 Business Plan Actions toward enhancement of corporate value [Sustainability Basic Policy] <Issues from 2020 Business Plan> 1 • Further promote ESG • Promote carbon neutrality, respect for human rights, etc. • Create management information 2 infrastructure • Further promote vibrant
Slide 5: 3. Concept of 2025 Mid-term Business Plan
3. Concept of 2025 Mid-term Business Plan Actions for FY2022 based on the 2025 Mid-term Business Plan Materiality As an Interior Space Creator, we Using our established technical We will continue to be a company Together with our business We will develop people capable of will contribute to people’s
Slide 6: 4. Actions for FY2022: Seat frame parts business strategy
4. Actions for FY2022 Action No. 1 Seat frame parts business strategy （１）Development (Enhance alliance） （２）Production（①Fr frame（functional parts） ②Rr frame（long slide rail) 2020 ・・・ 2025 ① （Japan） （Americas） （Americas） Support （Japan） Development Production Restruct uring （China） Restruc （China） Res
Slide 7: 4. Actions for FY2022: Seat fabric and covers business strategy
4. Actions for FY2022 Action No. 1 Seat fabric and covers business strategy （１）Development （２）Production [Ex.: Parts control Cutting Piece sewing Finishing sewing Design development and fabric development are separated, resulting in reworking several times Now Our desired status for FY2025 until jus
Slide 8: 4. Actions for FY2022: Completely local procurement
4. Actions for FY2022 Action No. 2 Completely local procurement (1) Promote True localization in China (2) Promote True localization in Asia In preparation for production increase due to new orders received, promote With localization of bolts (a safety part) achieved, [Localized parts] activities to
Slide 9: 4. Actions for FY2022: Optimal production and supply system
4. Actions for FY2022 Action No. 3 Realize an optimal production and supply system (Japan and the Americas) ［ Supply Chain and （２）The Americas (1) Japan region Scope of reorganization ］ Process restructuring started in Indiana, Illinois, and Kentucky Expand framework Current： Affiliated Company Prod
Slide 10: 4. Actions for FY2022: Commitment to carbon neutrality
4. Actions for FY2022 Action No. 3 Commitment to carbon neutrality 1. Toyota Boshoku 2050 zero CO2 emissions challenge* 2. Zero life cycle (LCA) CO2 emissions challenge * Announced in 2016, from 2050 Environmental Vision <Scopes 1 and 2> Percentage of the course CO2 emissions Result 1) Energy saving
Slide 11: 4. Actions for FY2022: Use of DX
4. Actions for FY2022 Action №3 Use of DX（Build management information infrastructure Action №4 Manufacturing information cooperation ） （１）TB's BX strategy (Public Schedule September 2021) （２）Management Actions/Accelerated improvement cycle a）Build management information infrastructure Our desired D
Slide 12: 4. Actions for FY2022: TQM by all employees
4. Actions for FY2022 Action No. 5 Improve work quality by implementation of TQM by all employees (1) Promote autonomous TQM through efforts to win the Deming Prize Kariya Plant, Unit Components Production Engineering Center won the FY2022 Deming Prize FY2018 2017年 TQM Level Quality of Work *TQM (To
Slide 13: 5. Expand sales for strategic OEMs
5. Actions in 2025 Mid-term Business Plan Expand sales for strategic OEMs Position Toyota alliance manufacturers as strategic OEMs and promote activities to obtain orders from them <Revenue target> <Activity examples> [Case 1] Company A, a global OEM [Case 2] Company B, a Japan-based OEM In expandin
Slide 14: 5. Actions for Interior Space Creators (MX next)
5. Actions in 2025 Mid-term Business Plan Actions for Interior Space Creators（MX next） (1) Business expansion: New business models expected in the ride-sharing market Life Cycle 7-10 years No interior changes. Service providers change their interiors on a regular MXnext basis to continue to provide
Slide 15: FY2022 full-year forecasts and 2025 Mid-term Plan targets
5. Actions in 2025 Mid-term Business Plan FY2022 full-year forecasts and 2025 Mid-term Management Plan targets Financial targets (100 million yen) 2020 2020 Business Plan targets FY2022 full-year forecasts FY2026 management targets Compared to Business Plan target Revenue 14.000 14.000 16,000 + α Op
Slide 16: 5. Promote ESG Activity
5. Actions in 2025 Mid-term Business Plan Accelerate ESG activities, including formulation of basic policies on Promote ESG Activity environmental response, human rights, etc. （１） E ＜Environment＞ （２） S ＜Society＞ Human Rights Policy Formulation 2025 Environmental Action Plan ：n accordance with the UN
Slide 17: 6. Our desired status for 2030
６. Our desired status for 2030 Towards 2030 Aiming to be a company that continues to be needed by society ※Home" is a business or region where we can add our own value "on the spot" and where we are competitive against our competitors. 17/ 19
Slide 18: 6. Efforts to become a solutions company
６. Our desired status for the 2030 Efforts to become a solutions company capable of creating true corporate value Promoting advanced research and development in Tokyo for interior space creators. Development of human-centered systems Creation of the fourth and fifth pillars Collaborate with companie
Slide 19: A New 100 Years of Working Together
A New 100 Years of Working Together Open the door! Toyoda Boshoku's plantation Reforestation activities in Toyota Boshoku group has been conducting the Tennger Desert <Disclaimer> The forecasts relating to future business performance provided in this report are estimates made by the Company based on
Toyota Boshoku — Investor Presentation (November 2021) on 6ix