Briefing on 2030 Mid-term Business Plan

November 24, 2023

Toyota Boshoku Corporation

１

Introduction

Steadily implementing the Plan toward realizing the Vision

Looking into the future, we will create

tomorrow's automobile interior space that will

inspire our customers the world over.

To become a sustainable, leading global company by enhancing corporate value

(Creating new value as the Interior Space Creator)

As an interior system supplier, become a company

Our

that serves as "Home" and secures

competitiveness that can surpass global suppliers

desired

status for

2030

2025

Target

Vision

2

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

1. Progress of 2025 Mid-term Business Plan

４

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

Operating profit (100 million yen)

1,000+α

800

930

〇

Operating profit ratio

6.0 to 7.0%

4.7%

4.7%

△

Non-Toyota sales ratio

13%

8%

〇

(USD: 105.00)

(USD: 141.00)

E: Production CO2 emissions reduction ratio

-25%

-39%

〇

(Compared to

FY2020)

S: Number of patent applications submitted

320/year

290

○

G: Shortening of lead-time for management

Settlement lead time:

8 days

〇

decision making

5 days

5

2. Framework of 2030 Mid-term Business Plan

６

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 and space

differentiating factor

in vehicles

Co-existence with nature

Diversity in working people

  • Decarbonation
  • Circular economy
  • Nature positive

Addressing environmental issues

to improve corporate value

  • Diversity & inclusion
  • Declining birthrate and aging population
  • Changes in workstyle

Creating value by utilizing diverse talents

As the image of future mobility is becoming clear, we are aware of the rising expectations for comfortable vehicle

interior space based on safety and environment-friendliness.

7

Framework of 2030 Mid-term Business Plan

Change in external environment

Rising expectations for comfortable

vehicle interior space

2030 Target

Become a company as the Interior Space Creator which Contributes in solving social issues

while expanding product range and customer base

TB's strengths

Technologies for products closest to users

R&D

Global deployment capabilities

MONOZUKURI

Abundant global human resources

HITOZUKURI

Financial targets for 2030

Revenue:

2,200 billion yen

Operating profit:

150 billion yen

Operating profit ratio:

7%

DOE:

3% or more

(Dividend payout ratio around 30% is considered)

Equity ratio:

around 50%

（USD:135.00）

Non-financial targets for 2030

E: Scope 3 emissions reduction ratio

-30% (Compared to FY2020)

S: Ratio of female managers

5%

  1. Degree of implementation of the Toyota Boshoku Group

Guiding Principles

90%

Strength as a member of the Toyota Group

Lacking abilities are mutually complemented

within the Group

Supporting foundation

Strengthening of competitiveness (R&D, sales, and MONOZUKURI) and management

foundation (development of people, organizations, and culture)

8

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

  • Growing into a supplier capable of planning and proposing an entire

interior space

P12

  • Expanding product fields and interior

space business

P13・14

● Responding to multi-pathway

P15・16

● Research and development for

P17

new business creation

  • Pursuing innovations for the future P18

● Activities to expand sales

P19

  • Strengthening MONOZUKURI
    competitivenessP20・21・22

Enhancing

corporate value

Implementing

CSV management

Social value

  • Providing comfortable and quality vehicle interior space and time
  • Supporting the elderly and persons with disabilities with medical vehicles and mobility independence support
  • Contributing to carbon-freesociety with new techniques
  • Contributing to solving future food problems and realizing a circular society
  • Providing more customers with good and reasonably priced products

●HITOZUKURI and utilization of human resources P23

Creating an organization and culture

P24

9

Environmental Vision

Revised Environmental Vision as guidelines for implementing CSV

management and activities to enhance corporate value

Three Priority Actions

Challenge 6

Global warming prevention

Resource

GHG Net-zero in the

GHG Net-zero in

circulation

product life cycle

the plant

Resource circulation

Co-

Global

Sustainable

Waste

existence

resource circulation

minimization

warming

with

prevention

Co-existence with nature

nature

Environmental management

Water resource

Conservation and

impact

regeneration of

minimization

natural capital

  • ELV: End of Life Vehicle
  • PCR: Post-consumer Recycle
  • Reduction target (compared to FY2020) Scope1/2: -50%
    Scope3: -30%
  • Response to ELV* regulations: Promoting use of PCR* materials
  • Enhancing "nature positive" activities
  • Information disclosure in line with TNFD

We will work together with all stakeholders with the aim of creating a sustainable global environment

where children can lead their lives with a smile.

10

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Disclaimer

Toyota Boshoku Corporation published this content on 23 November 2023 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 24 November 2023 01:31:09 UTC.