Toyota Boshoku Corp. · TSE:3116
Toyota Boshoku — Investor Day (November 2023)
30 slides from Toyota Boshoku's investor day presentation, Nov 24, 2023
Slide 1: Briefing on 2030 Mid-term Business Plan
Briefing on 2030 Mid-term Business Plan November 24, 2023 Toyota Boshoku Corporation １
Slide 2: Introduction: Steadily implementing the Plan toward realizing the Vision
Introduction Steadily implementing the Plan toward realizing the Vision Looking into the future, we will create tomorrow’s automobile interior space that will Vision inspire our customers the world over. To become a sustainable, leading global company by enhancing corporate value (Creating new value
Slide 3: Contents
CONTENTS 1. Progress of 2025 Mid-term Business Plan 2. Framework of 2030 Mid-term Business Plan 3. Actions to achieve 2030 Mid-term Business Plan 4. Targets of 2030 Mid-term Business Plan ３
Slide 4: 1. Progress of 2025 Mid-term Business Plan
1. Progress of 2025 Mid-term Business Plan ４
Slide 5: Outlook for Achieving Major 2025 Targets
Outlook for Achieving Major 2025 Targets Most targets are likely to be achieved (with some exceptions). Further efforts will be made toward 2025. FY2024 Forecasts FY2026 FY2026 Targets Exchange rate in Actual exchange rate Forecasts Mid-term Plan Revenue (100 million yen) 16,000+α 17,000 19,700 〇 Op
Slide 6: 2. Framework of 2030 Mid-term Business Plan
2. Framework of 2030 Mid-term Business Plan ６
Slide 7: 2030 Environmental Recognition (macro, mobility industry)
2030 Environmental Recognition (macro, mobility industry) Transformation of automobile market due to Diversifying user needs entry from different industries • BEV • Z/α generations • MaaS • Aging of population • CASE • Regional characteristics Interior space becoming a key Expanding needs for time a
Slide 8: Framework of 2030 Mid-term Business Plan
Framework of 2030 Mid-term Business Plan Change in external environment 2030 Target Become a company as the Interior Space Creator Rising expectations for comfortable which Contributes in solving social issues vehicle interior space while expanding product range and customer base TB’s strengths Fina
Slide 9: Framework of 2030 Mid-term Business Plan: Economic and Social Value
Framework of 2030 Mid-term Business Plan 2030 Target Become a company as the Interior Space Creator which contributes in solving social issues while expanding product range and customer base Economic value Enhancing Social value ● Growing into a supplier capable of ● Providing comfortable and qualit
Slide 10: Environmental Vision
Environmental Vision Revised Environmental Vision as guidelines for implementing CSV management and activities to enhance corporate value Three Priority Actions Challenge 6 <Activities toward 2030> Global warming prevention Resource GHG Net-zero in the GHG Net-zero in • Reduction target (compared to
Slide 11: 3. Actions to achieve 2030 Mid-term Business Plan
3. Actions to achieve 2030 Mid-term Business Plan 11
Slide 12: Growing into a Supplier Capable of Planning and Proposing an Entire Interior Space
Growing into a Supplier Capable of Planning and Proposing an Entire Interior Space (Interior Space Creator) By planning and proposing an entire interior space as the Interior Space Creator, increase added value and thereby expand total sales Expanding capabilities Acquiring capabilities to receive
Slide 13: Expanding Product Fields (Roadmap)
Expanding Product Fields (Roadmap) Connect/integrate various roadmap items and expand each field to increase added value 2023 2025 2030 Control/software Interior systems Becoming an Interior Space Creator Heat management system Interior entertainment system Thermal comfort seats Interior coo
Slide 14: Expanding Interior Space Business
Expanding Interior Space Business Acquiring new interior space business opportunities and making efforts for commercialization Total interior proposals (MX2221) 2023 2024 2025 Total interior CES announce Start discussion with MaaS servicers in ment North America, China, and Japan ➣ Receiving ➣ Expan
Slide 15: Responding to Multi-pathway
Responding to Multi-pathway Keeping up with diversifying next-generation cars and promoting applicable technology/production development ・FC separator ・FC ion exchanger ・FC catalyst Developed catalyst Standard catalyst Size FC (fuel cell) vehicle Form Start production of Start production for Start c
Slide 16: Responding to Multi-pathway: Strategies for Motor Core Business
Responding to Multi-pathway: Strategies for Motor Core Business Aiming to expand sales by advancing local production in North America and Asia through utilization of our CO2 emission reduction technologies and local procurement of electromagnetic steel sheets [Our proprietary technologies as the sou
Slide 17: Research and Development for New Businesses Creation
Research and Development for New Businesses Creation Accelerate social implementation of cultivation/aquaculture utilizing tide-generating force and biopolymer to contribute to realization of circular economy and carbon neutrality R&D ahead of the times Verification phase Creation of new businesses
Slide 18: Pursuing Innovations for the Future
Pursuing Innovations for the Future 1918 2004 2020 2030 “Always stay ahead of the times” For the world and for people Always looking into the future and adapting to changes Technologies using tide-generating force for in society, continue to grow in different forms through solving food issues Deve
Slide 19: Activities to Expand Sales
Activities to Expand Sales <Revenue target> (100 million yen) 1. Strategic OEM 2. New BEV OEMs [Case 1] Company A Approaching for the expanding BEV market Sales by Sales by Received orders for interior parts, including seats, customer business Order acquired for new BEV model New OEMs New OEMs Tripl
Slide 20: Strengthening MONOZUKURI Competitiveness
Strengthening MONOZUKURI Competitiveness “Resolving social issues” through MONOZUKURI and “solidifying foundation to support growth strategy” [Social issues] [Actions] [2030 target] Case (1) Processing cost Shortage in labor • Digitization of human senses population (improving productivity and quali
Slide 21: Strengthening MONOZUKURI Competitiveness Case (1): Digitization of Human Senses
Strengthening MONOZUKURI Competitiveness Case (1): Digitization of Human Senses “Improving productivity and quality” and addressing “labor shortage” through MONOZUKURI innovation ◆ Establishing an operating noise inspection technology ◆Introduction of haptic transmission technology for next generati
Slide 22: Case (2): Realizing next-generation logistics
Strengthening MONOZUKURI Competitiveness Case (2): Realizing “next-generation logistics” Bearing the Future “Addressing shortage in drivers and reducing logistics CO2” and “enhancement of competitiveness” through logistics innovation 2020 2025 2030 Solving social issues with high-efficiency logistic
Slide 23: HITOZUKURI and Utilization of Human Resources
HITOZUKURI and Utilization of Human Resources Based on results of human resource development, efficiently improve organizational capabilities Accelerate implementation of business strategies toward the Interior Space Creator by expanding human resources development and utilization globally ❶ Promoti
Slide 24: Creating an organization and culture
Creating an organization and culture Improving “Well-being” of members and creating a culture that makes everyone feel “I like Toyota Boshoku” around the world Listen to real voices of employees, reflect them in improving human resource systems/measures, and thereby create a workplace where members
Slide 25: 4. Targets of 2030 Mid-term Business Plan
4. Targets of 2030 Mid-term Business Plan 25
Slide 26: Image of a Business Portfolio We Aim at
Image of a Business Portfolio We Aim at ◆ Expanding added value beyond the classification of seats and interior/exterior components as the Interior Space Creator (ISC) Size of the circles: Scale of sales ◆ Investing in growth fields such as electrified products Present 2030 and developing new busine
Slide 27: Financial Targets
Financial Targets Revenue: 2,200 billion yen While maintaining a share in the Toyota business, expand non- Operating profit: 150 billion yen Toyota sales and create/acquire new businesses to achieve Operating profit ratio: 7% revenue that exceed the market growth Equity ratio*：around 50% Enhance fin
Slide 28: Cash Allocation
Cash Allocation (Forecast for 5 years from FY2027-FY2031) Strategically allocate the created cash to growth investment, strengthening of management foundation, shareholder returns, etc. to achieve sustainable growth (100 million yen) Cash in Cash out R&D expenses 3,000 → Focus investment on electrif
Slide 29: Non-financial Targets (ESG KPIs)
Non-financial Targets (ESG KPIs) Become a company which all our stakeholders feel an affinity and are able to say, “I like Toyota Boshoku” Major KPIs Targets for 2030 Production GHG emissions reduction ratio (total volume) New Down 50% (compared to FY2020) E Scope 3 emissions reduction ratio (to
Slide 30: Disclaimer
<Disclaimer> The forecasts relating to future business performance provided in this document are estimates made by the Company based on the information available at the time of reporting, and therefore involve risks and uncertainties. Accordingly, actual results may differ from the forecasts due to