Corporate Information

2025 Mid-Term Business Plan

Presentation Slides and Movies

FY2021(Year ending March 2021)Business Briefing

Mid-term Business Plan Announcement (November 11, 2020)

Concepts in formulating 2025 Mid-term Business Plan

Shift to CSV management. Make company-wide efforts to fulfill the aspects of materiality identified from the current issues and future social needs.

Management thought
  1. 1.Toyota Boshoku’s Vision

    Looking into the future, we will create tomorrow’s automobile interior spaces that will inspire our customers the world over.

  2. 2.Desired status in 2030

    Become a sustainable, world top-level company by enhancing corporate value (Create new value as an interior space creator)

  3. 3.Toyota Boshoku’s Materiality

    Identify aspects of Toyota Boshoku’s materiality to contribute to realization of sustainable society
    -> All employees recognize SDGs and work to contribute to society through business activities

  4. 4.Concept for formulating 2025 Mid-term Business Plan

    Set targets that will help enhance vitality of employees and that can be challenged by all members. And for further leap, formulate the mid-term business plan based on the Toyota Boshoku’s materiality.

2025 Target

As an interior system supplier, become a company that serve as “home”* and secure competitiveness that can surpass global suppliers.

* “Home” means a business or region that is capable of creating added values on a Genchi-genbutsu basis and has competitive advantage compared to competitors

Toyota Boshoku’s Materiality

Framework of 2025 Mid-term Business Plan

Scenario to enhance corporate value

  Achieve both sales expansion and improved profitability with world top-level proposal capabilities

(1) Strengthen corporate structure (with the break-even point lowered to below 70%) by reinforcing existing core businesses, and reallocate resources to growth fields

(2) Differentiate our products based on thorough competitor benchmarking, expand sales to strategic OEMs other than Toyota

(3) Improve work quality through efforts to win the Deming Prize

(4) Have the ability to solve social issues through innovation

  In response to advancement of CASE, aim to become a company needed by the world through offering solutions for automobile interior space

(1) Maintain earnings from existing core businesses

(2) To acquire expertise and capabilities necessary to become an interior space creator, seek efficient ways to introduce technologies, including alliance

(3) Establish a mobility space solution business model and make achievements

(4) Implement work reform (DX) based on thorough systemization to ensure resources

Business strategies

Existing businesses
Unit components

(1) Reinforce core businesses and expand sales to new customers

  1. (i) Accelerate restructuring in Japan, the Americas, and China
  2. (ii) Expand business fields for interior products
  3. (iii) Ensure obtaining orders in Chinese EV market
  4. (iv) Reinforce procurement base to strengthen competitive advantage

(2) Raise earning power and promote investments in new growth fields

New businesses

(1) Respond to advancement of CASE/MaaS

  1. (i) Enhance advanced development (strengthen collaboration within Group)
  2. (ii) Evolve into a system supplier that manages entire interior space

(2) Respond to electrification along with market expansion

(3) Promote new businesses that may serve as our fourth or fifth core businesses

Actions in 2025 Mid-term Business Plan

To fulfill matters of materiality and enhance corporate value, we set four priority actions below.

2025 Mid-term Business Plan Targets

Economic value

  2025 management target
Revenue 16,000+α (100 million yen)
Operating profit 1,000+α (100 million yen)
Operating profit ratio 6-7%
ROE 10% or higher
Equity ratio Around 40%
Net asset 4,000 (100 million yen)
Dividend payout ratio Around 30%
Capital investment FY2021-FY2025
2,500+α (100 million yen)
R&D costs FY2021-FY2025
2,000+α (100 million yen)

Social value targets

Set new indicators to measure social value for CSV management

Targets related to people/organizations organized from ESG perspectives

E: Target figures for 2025 environmental action plan
S: Items related to human resources diversity and relationships with local communities
G: Items related to compliance

Be a company that resolves social issues
through our business operations