Toyota Boshoku Corp. · TSE:3116
Toyota Boshoku — Investor Presentation (May 2026)
27 slides from Toyota Boshoku's investor presentation, May 22, 2026
Slide 1: FY2026 Business Briefing
FY2026 (Year ended March 2026) Business Briefing May 22, 2026 Toyota Boshoku Corporation 1
Slide 2: Performance evaluation of the 2025 Medium-term Business Plan
Introduction Performance evaluation of the 2025 Medium-term Business Plan Evaluation of business strategies Steady progress, including sales expansion for strategic OEMs For further growth, investments made in growth markets such as India and in-house production of seat device components (establ
Slide 3: Performance evaluation of the 2025 Medium-term Business Plan: revenue and operating profit
Introduction Performance evaluation of the 2025 Medium-term Business Plan Revenue achieved the target, partly due to exchange rate effects and inflation (soaring market prices). Operating profit clearly fell short of the target, with adjusted profit of 79.1 billion yen, mainly due to rapid inflation
Slide 4: 2030 Medium-term Business Plan
Introduction 2030 Medium-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 Financial targets for 2030 Non-financial targets for 2030 Revenue: 2,200 billion yen E: Scope 3 emissions
Slide 5: Growth strategy and profit vision
Introduction Growth strategy and profit vision Aim to achieve our financial targets for 2030 through growth strategies toward becoming the Interior Space Creator 7.0% Maximizing added Minimizing costs ISC revenue growth strategy for profits perspective value (Denominator) ⇨ (significant increase in
Slide 6: Contents
FY2026 (Year ended March 2026) Business Briefing CONTENTS Toward becoming the Interior Space Creator 1. Growth strategies 2. Regional strategies 3. Financial strategies 6
Slide 7: Rising expectations for comfortable mobility interior space
1. Growth strategy toward ISC — Market environment — Market environment Rising expectations for comfortable mobility Forecast for the automotive interior interior space market value Personalization and Luxury and premium 42 trillion yen customization vehicle Increasing demand Market growth 33 trilli
Slide 8: Growth strategy toward ISC: 2030 Target
1. Growth strategy toward ISC — 2030 Targe — 2030 Target Become a company as the Interior Space Creator which contributes in solving social issues while expanding product range and customer base What is the Interior Space Creator? A company delivering new spatial value that exceeds customer expectat
Slide 9: Establishing a new process for market research, planning, and proposals
1. Growth strategy toward ISC — Establishing a new process for market research, planning, and proposals — To deliver new value in interior spaces to customers, transform our process from ”solution-based” to “proposal-based” <Traditional> Solution-based approach Order receipt L/O OEM Market research
Slide 10: Acquiring technologies for sound, heat and light
1. Growth strategy toward ISC — Specific actions required to realize ISC— Promote the acquisition of technologies for sound, heat and light to create comfortable mobility interior spaces Light Sound (Acoustics) Sound Heat (NV) *NV: Noise Vibration 10
Slide 11: Specific actions required to realize ISC
1. Growth strategy toward ISC — Specific actions required to realize ISC— 2025 2030 2035 ▼TODAY ▼ISC passing point ▼ISC Premium and next- Interior space Next-generation EV Next-generation compact generation MPV planning as ISC Next- generation SUV Capabilities as ISC (％) Interior space planning Mark
Slide 12: Concrete roadmap for ISC
1. Growth strategy toward ISC — Concrete roadmap for ISC— Reflect technologies that should be internalized in the product roadmap ●:Development completed ●:Adopted products and accelerate order-taking activities. 2023 2026 2030 TODAY Control and software Heat Interior systems Becoming the Interior S
Slide 13: Competitive advantages of Toyota Boshoku products
1. Growth strategy toward ISC — Competitive advantages of Toyota Boshoku products — Product roadmap item (1) Next-generation FR seat frame Next-generation seat (2) Next-generation RR seat frame Next-generation seat 1. Thinner Cushion frame Height (mm) 2. Lightweight Seat frame Mass (kg) 1. Thinner B
Slide 14: Cases of roadmap item adoption
1. Growth strategy toward ISC — Cases of roadmap item adoption— Product roadmap item (3) Illuminated door trim with uniform surface lighting (4) “TBlocks”, a multi-functional block seat Light In-cabin experience features Next-generation seat CN・CE Sustainability Customization (CN/CE) Seatback Seat c
Slide 15: TBlocks, a multi-functional block seat
1. Growth strategy toward ISC — “TBlocks”, a multi-functional block seat— Sustainability (CN/CE) Personalization Side part Customization Fiber Iron Cushion part Each part recyclable Base resin * Urethane reduction area Urethane Resin * ■ Improved recyclability ■ Reduced CO2 emissions through easier
Slide 16: Cases of roadmap item expansion
1. Growth strategy toward ISC — Cases of roadmap item expansion— Product roadmap item (5) Far-infrared reflective headliner Heat (6)Embroidered in-piece suspender Heat management system The headliner reflects far-infrared Three-dimensional embroidery radiation and incorporates an electrostatic disch
Slide 17: MONOZUKURI
1. Growth strategy toward ISC — MONOZUKURI — I. Creating additional capacity Innovation in production Innovation in processes in-plant logistics On-site improvement AI and waste reduction Maximizing added value per hour TPS Automation FY23 FY30 II. Creating new added value Productivity Interior Spac
Slide 18: Strengthening sales capability and status of sales expansion
1. Growth strategy toward ISC — Strengthening sales capability and status of sales expansion — Promoting order-taking activities with non-Toyota customers to achieve the 2030 targets Revenue in 2030 China Company A, Company B Japan Company C, Company D (Assumed exchange rate: 135 yen/USD) Order acqu
Slide 19: Regional strategies toward ISC: Profit image by region
2. Regional strategies toward ISC — Profit image by region — Achieve the global targets of a 7% operating profit ratio and 150 billion yen in operating profit through initiatives tailored to region-specific environments and challenges Challenge: Challenge: Reforming the Global Japan Improving profit
Slide 20: Regional strategies: Japan
2. Regional strategies toward ISC — Japan — Establishing a growth trajectory toward 2030 Profit and loss trends of Japan region (FY2024-FY2031) Revenue improvement through product switching Improving earning power through product switching, Opportunities for revenue improvement increasing cost com
Slide 21: Regional strategies: The Americas
2. Regional strategies toward ISC — The Americas — [Operating profit of North, Central, and South America Promote a shift to a sustainable profit structure in the Americas Initiatives of FY2025 Initiatives of FY2026 Initiatives of FY2027 1. Setting up Americas Region Support Dept. 2. Accelerating pr
Slide 22: Regional strategies: The Americas, FY2027 initiatives
2. Regional strategies toward ISC — The Americas — Initiatives of FY2027 1) Sales expansion activities 2) Full-scale operation of the first smart factory (TBWK) in North America Launch of automotive seat supply for emerging MaaS Promoting automation through next-generation transport system companies
Slide 23: Regional strategies: China
2. Regional strategies toward ISC — China — By strengthening local development capabilities, we aim to achieve sustainable growth through proposal and implementation of interior spaces that resonate with Chinese users. Profit and loss trends of China region (FY2024-FY2031) Technologically weak areas
Slide 24: Regional strategies: Asia
2. Regional strategies toward ISC — Asia — Securing sustainable profitability through enhanced cost competitiveness and human resource development Enhancing competitive advantages Human resource development ーThorough cost reduction to outperform competitors in Strengthening on-site capabilities in
Slide 25: Regional strategies: India, India Challenge 1000
2. Regional strategies toward ISC — India — “India Challenge 1000” Expand businesses by capturing growth markets Strengthening product development capabilities tailored to the needs of the Indian market × Enhancing competitiveness through localization 2030 revenue target (billion yen) North 100 Ex
Slide 26: Financial strategies: Cash allocation toward 2030
3. Financial strategies — Cash allocation toward 2030 — We will strengthen our earnings power, maximize cash inflows, and strategically allocate capital to enhance corporate value. (Cumulative forecast for the 5-year period from FY2027 to FY2031) (Billion yen) Maximizing operating C/F Cash inflows C
Slide 27: 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