Business Briefing FY2021 (Year ending March 2021) - Date: May 21, 2021 - Toyota ...
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TSE 1st Section Securities Code 3116
FY2021 (Year ending March 2021)
Business Briefing
Date: May 21, 2021
Yaris Cross SIENNA
1/ 24
1. Measures against COVID-19
1 Improve workstyle
Actions to “vibrant workstyle innovation” ■Promoting telework through effective use of IT and office reform
Effective
Improved employee satisfaction use of IT
Efficient workstyle, anytime, anywhere
Improved productivity Mobile PC iPhone
Global Headquarters Main Building
“Respect time” “Respect motivation and
Wifi
satisfaction”
Office reform
1 Review work
Officers Enhance
take the 2 Improve workstyle HR
initiative systems
Effective Office
use of IT reform COVID-19 Preventing infection
pandemic
High-quality instructions and dialogues Around
between supervisors and subordinates 30%
◆
(Communication) Telework implementation rate
(Administrative & engineering Around
workplaces)
15%
Splash prevention with partitions
FY2019 FY2020 FY2021 FY2022
(To avoid the “Three Cs”)
2/ 24
1. Measures against COVID-19
2 Review of the way to work
■Remote function verification before and after the introduction of equipment by promoting DX
Before After
Representatives gather from different sites Verification of equipment functions * Equipment specifications,
from remote sites* operation/handling check, process
to verify equipment functions capability, how to set conditions, etc.
MONOZUKURI Innovation Center Equipment manufacturer
No travel
Live relay
Remote handling
Each production site
Each Equipment
production site manufacturer
Time lag, loss from traveling, risk of
infection Reduction of loss from traveling and risk of infection
3/ 24
2. Review of 2020 Mid-term Business Plan
The management structure we aims to achieve
We meet the expectations of our stakeholders through contributing to social values and properly
distributing economic value as a good corporate citizen.
Enhance
economic value
Invest in growth Distribute what we achieve
Enhance corporate value
Sustainable growth Expand business
fields Shareholders,
Economic value
Customers
investors
Offer multi-
4 dimensional International/
value local communities
Business
3 Strengthen competitive
Strengthen competitive
Company
advantage
members partners
advantage
Strengthen
Strengthen management management foundation
2 foundation
1
Social value
Corporate growth in Contribute towards social value Enhance social value
harmony with society
CSR CSV
4/ 24
2. Review of 2020 Mid-term Business Plan
1 Corporate growth while fulfilling our responsibility in harmony with society Major actions to improve CSR
（１）E < Environment > （２）S < Social >
①2020 Environmental action plan Among 8 items of the target KPIs, 2 items have shown
Formulated the environmental action plan as a improvement, and the remaining 6 items have stayed
same level. ～「Quit・Reduce・Change」 Activity～
five-year implementation plan and achieved all ＜An example of the action plan＞
targets for 2020. １）Actions to improve vibrant KPIs Manager declaration of Quit, reduce, change
＜An example of the action plan＞ ① Greeting Activity
② Promoting the “Quit, reduce, and inventory of work (determining whether
Challenges of planting 1.32 million trees as
6 part of reforestation activities（132nd
change “activity
③ Promoting telework
it is necessary or not), review of
meetings
anniversary for establishment of business) ④ Improving business quality by （Result) By FY2020 Reduce
promoting TQM activities working hours by 5 hours per person per month.
Goal：Number of trees planted （３）G < Corporate governance >
(cumulative total)500,000 trees
⇒ Result : 530,000 trees Achieved all the 4 KPI targets(zero violation cases, etc)
＜An example of the action plan＞
１）Actions to take countermeasures against confidential
②Result of the third-party assessment information leakage
（1）Establishment of the Basic Policy on Information Security
Selected as the “highest rating” in the Supplier （2）Implementation of targeted email training and e-learning.
Engagement Rating conducted by CDP※1
２）Actions to improve supplier satisfaction
（1）Quality committee （2）CSR committee （3）Safety committee
※1 CDP is an NGK established in the U.K. in 2000. It operates a global （4）Video distribution and remote holding of suppliers’ general meetings
information disclosure system. and regular meetings (bimonthly)
5/ 24
2. Review of 2020 Mid-term Business Plan
2 Strengthen management foundation Develop global human resources capable of contributing to enhancing corporate value
（１）Develop the structure on personal training and effective （２）Optimization and standardization of
use of competency Organization organizational development
that nurtures
Company-wide education personnel
Duty allotment table
Development plan
system
Skill map
Cultivating the OJT
Culture
Supervisors, mentors,
individuals Making maximum
use of individual Management span guidelines and
abilities organizational templates of an overall global
Selection and education of candidates for global/key positions organization.
Marginal profit
Global personnel guidelines to
(3) Proper personnel plan achieve BEP of 70%
Fixed
cost
[Base] GHR Platform (global common HR system)
6/ 24
2. Review of 2020 Mid-term Business Plan
3 Strengthen competitive advantage
（1）1-motor power seat （3）Demonstration experiment for autonomous
（2）Improving development efficiency driving
Newly developed gear box , Promoting self-efficient Participated in Aichi Prefecture’s project
operation of R&D for the social implementation of autonomous
overseas. driving with “MOOX” ＠Aichi Expo Memorial Park
TBJ
①Tailored interior space that satisfies needs
for diverse services
②Providing contents linked to vehicle location
Reduced motors, W/H and other information, and five-sense control system
parts that were set for each
function ③Occupant status monitoring and sterilizing system to
* Established in Sep. 2020 3% provide safe services
25%
72%
Control Collaboration
Toyota, strategic OEMs
Reduced motors to one by using a Advanced/preceding
development
clutch box to distribute power Local OEMs
Realized a seat functionally In addition to development mainly Confirmed market acceptability of providing
equivalent to Power 6 way with In Japan, strengthened collaboration new values while moving.
“ 1-motor” through the R&D Steering Committee
7/ 24
2. Review of 2020 Mid-term Business Plan
4 Offer multi-dimensional value / Expand business fields
（１）Motor core for HV （２）Separator for FC stack （３）LI-batteries
Building a highly extensible Utilizing our unique precision press and Utilizing our spinning and precision press
production system mold technologies technologies
HV・ FC・EV
Fuel cell (FC)
separator
PHEV
Existing
engines
Motor core FC stack • High output
• Long life
• Low-heat-
generating
FC cell
Separator
Production line completed and mass Secured a productive capacity 10 times Our productive capacity on the pilot line
production started what we have so far improved
8/ 24
2. Review of 2020 Mid-term Business Plan
1) Financial results ２ ３ ４ 2) Non-financial results １ ：Improved from
（ ）：FY2020 Result
(100 million yen) previous FY
FY2020 FY2021 E (Environmental) S (Social) G (Corporate governance
Actual Actual CO2 emissions 283.8t
Rate of female managers 2.0% Compliance with
(total volume)
Down 5%
( 1.9%)
13,726 12,721
from FY2020) timely and 100％
Revenue appropriate
2% Employment rate of （100%)
Renewable energy
persons with 2.39％ disclosure
(Compared to
Operating introduction rate (2.21%)
477 571 FY2020: -) (Timely disclosure rate)
disabilities
profit
Rate of foreigners in 0.12％
G2 or higher positions (0.11%)
Operating Number of
3.5% 4.5%
Logistics CO2 10,389 t 0
emissions confidential
profit margin (Down 3.5% from
FY2020) Vibrant workstyle KPI information leaks
(0)
(total volume)
(work motivation) 71.5％
ROE 8.5% 10% positive rate
(67.2%)
Major KPIs
Equity ratio 37.3% 39.6% Number of fatal
accidents
0
(0)
Waste 2.58 t/1,000 0
Number of serious
Net asset 3,217 3,696 generation
(per unit)
units
(Down 3% from
Rate of
90.7％ legal violations
(0)
FY2020) participation in
(85.2％)
Dividend QC circle
40.6% 27.0% Number of
payout ratio environmental 1
abnormalities and (1)
Capital Injustice
587 467 complains
reports: 0
Investment Water usage 0.22/k㎥ units
(Down 18% from Taxes paid in
Supplier
(same as
(per unit) FY2020 satisfaction
above)
R&D costs 459 418 Sustainable tax
payments to local or
all relevant
countries
national authorities (same as
Despite the production cutback due to the Covid-19, above)
Increase in profit compared to the previous year due to
CO2 emissions and other environmental and corporate value
strengthening of the business structure
KPIs improved year on year.
9/ 24
3. Concept of Actions for FY2022
Actions for FY2022 based on the 2025 Mid-term Business Plan
Issues from the 2020 Mid-term Business
Implementation Plan 2025 priority actions
Actions for FY2022
No.4
Corporate growth in
1 harmony with society
Establish a resilient management foundation
and systems on a global scale to support
sustainable growth
Strengthen
2 management No.1
foundation
Pursue safety, environment and comfort, and
increase customers, thereby evolving into a
Materiality As an interior system supplier,
trusted supplier capable of offering optimal
Strengthen proposals to customers
3 competitive advantage we serve as “home” and
secure competitiveness that No.2
can rival global suppliers. Thoroughly, Improve productivity and implement
Offer multi- business strategies while enhancing
dimensional cooperation among Product business
management value segments and Regions
4 No.3
Expand business Improve competitiveness through
fields MONOZUKURI innovation and promote
environmental initiatives
No.5
[Issue in FY2021 Global Hoshin]
Strengthen and develop Improvement of Process Quality through TQM
Improve work quality through efforts to win the Deming Prize practice of each & every employee
10/ 243. Concept of Actions for FY2022
Organizational structure for implementation of actions for FY2022 １ ２ ３ ４ ５ ：Corresponding action No. in FY2022
Chief Financial
CFO Officer
４
１．Revision of the executive officer system
Chief Branding
CBO Officer
２
(1) Introduce Chief Officers system with a view to promoting
cross-functional collaborations and expediting management CRO Chief Risk Officer １ ２
decision-making and execution
CEO CSO Chief Technology
１
Chief Chief CTO Officer
(2)To promote organizational improvement, proactively appoint
Executive Strategy
young employees in KANBUSHOKU positions(G0,G1) Chief Manufacturing
Officer Officer CMO Officer
２ ３
who are competent in specialized fields as Field Chief or
Center Chief Chief Information
CISO System Officer
３ ４
２．Major organizational changes CQO Chief Quality Officer ５
In response to management issues
CTO １
(1) Accelerate efforts to become an Interior Space Creator…Interior Space Visioneering Center(reorganized)
(2) Utilize digital transformation(DX) …DX&IT Promotion Field(newly established) CISO ３
(3) Integrated management of logistics from suppliers to plants…Logistics Field(newly established) CMO ３
(4) Promote carbon neutral …Carbon Neutral Environment Division(reorganized)
(5) Streamline overlapping functions …Japan Region Plant Management Segment(reorganized) CMO/CTO ３
CMO ３
11/ 244. Actions for FY2022
Action No. 1 Pursue innovation for next-generation seat devices Materiality No. 3
（１）Long slide rail Expected effect) Increase in revenue:
10 billion yen / FY2026
The front-rear movable load mechanism has significantly improved
operability
世界初
First in the Sales expansion to
他OEMへの拡販
world While adjusting the front slide, Sensor control other OEMs
forward sliding by the seat’s own 次期高級ミニバン
Next high-grade minivans
weight can be inhibited.
Multi-functions 次期ファミリーミニバン
Next family minivans
When long slide is operated, シエナ
The Sienna
seat can slide with little force. Electrification
２ 2020 2025
（２）1-motor power seat Expected effect) Increase in revenue: 2 billion yen / FY2026
Realize the equivalent performance and lower price by reducing the number of power parts
aiming to expand sales to broad range of vehicle models.
Sales expansion to
MNL clutch MNL clutch operating part
他OEMへの拡販
First in the Clutch OFF Clutch ON other OEMs
world Optimal
production エントリーカー
Entry cars
Clutch pin Clutch
[Newly developed gearbox]
Reclining Strengthen ヤリスクロス
The Yaris Cross
competitiveness
Lifter
Non-joined Joint Joined
2020 2025
Advance design for each vehicle model to expand the range of
applicable models and increase revenue
12/ 244. Actions for FY2022
Action No. 1 Expand the interior SS field on a global scale
３）Increase in the number of applicable items
〈 Introducing activity examples 〉
（１）Expand regions （２）Expand development fields
❶Instrument panels: Acquiring skills and techniques in design,
= Efforts for advanced development
production and quality assurance in preparation for the future
increase in applicable items
❷) Door modules: Putting wire harness, regulator and other
necessary parts in modules to facilitate assembly of door trims
and increase added value.
（３） ２ Regulator
Now
Increase items
Pressure sensor
Wire harness
●Adoption decided
[Fig. 1 Efforts to expand fields] ○Efforts for adoption being made
1
（１）Region （３）Item
ECU Direct delivery
Development
Vehicle
model SOP NV to customer
（２）
North Instrument Door
China Asia Europe
field
America OHC panel module
assembly lines
B 2023 - ● - - ● ● Speaker
C 2023 - - - - ● ● ○
EA(resin) Main body (resin)
D 2023 - - - - ● ● ●
E 2024 - ● - ● ● ● By advancing efforts to expand business fields, we will expand our
Expected effect) Increase in revenue: 30 billion yen / FY2026 capacity as an interior system supplier and serve as “home”
in the interior area.
13/ 244. Actions for FY2022
Action No. 1 As an interior space creator, establish a business model leading to further growth of Toyota Boshoku
Enhance advanced development (strengthen
collaboration within Group) Status of item development for MX191 exhibited at 2019 Tokyo Motor Show
2020 21 25
Realizing optimization for Launch elemental technologies
（１） each customer and into market in phases
Personal air improved efficiency with
conditioning the air conditioner and air
circulator installed in seats Efficient air conditioning for interior space
Incorporating safety Strengthening and
（２） systemization of
Autonomous
driving vehicles
Safety seat for belt in seats to devices
autonomous ensure safety and
comfort during Advanced mass production of
driving vehicles elemental technologies Development of seat frame completed
autonomous driving
Gauges the level of
Commercial vehicle
（３） drowsiness from human
Built-in seat Seat cover type
Drowsiness facial expressions and speaker PoV
Suppression controlling the drowsiness Incorporated in seat
Seat System with music and vibration
Vibrator
without annoying the driver Conduct demonstration tests on road to verify the effects
While launching elemental technologies in advance, advance system development and
demonstration tests, thereby respond to the autonomous driving market
14/ 244. Actions for FY2022
Action No. 2 Solidify foundation for global production and supply structures
（２） Actions for completely local procurement
（１） Promote completely local procurement in Asia and China to raise marginal profit ■Effort to adopt lower-grade materials
Activity to develop new For BCP Case of difficulty in supply of PA66 material
suppliers Case of promoting local procurement of lifer brakes
[After the activity]
[Present] 1) Difficulty in securing material 2) Price spike Item: Cylinder head cover
Supply from Japan to Item: Lifter brakes Introducing/developing [Asia region] [Effects of cost reduction]
other countries local suppliers in China [Securing necessary quantities]
地域最適化
Regional optimization
Amount of use (index)
買い方改善
Purchase improvement Necessary quantity
Consider new 真の現調化
Completely local procurement
Export from Japan Chinese suppliers STEP 1: Mutually complement
（指数表示）
造り方
Way of making 309 Company C
(Index)
Cost index materials between regions (to
100 secure quantities) Company B
74 64 100
Transportation
cost (Measure) Supply restriction
Current manufacturer Company A
Supplier B (added)
Japan China China FY22 FY23 FY24 FY25 FY26 Current Supplier A
Supplier C (added) Jan Feb Mar Apr Jun Jul Aug Sep
(Future) Consider global
deployment
[China region] [Effects of cost reduction]
現調化
Local procurement 697
地域最適化
Regional optimization STEP 2: Change to more
Amount of effect (index)
買い方改善
Purchase improvement versatile, lower-priced
VE
(指数表示）
material
(Index)
Supply from China to other countries have cost effects globally.
100
100 97 100 100 61 (Measure)
80 85 100
PA66 → PA6
Japan
procurement
China
procurement
Japan China
procurement procurement
Japan China
procurement procurement
Japan
procurement
China
procurement
FY22 FY23 FY24 FY25 FY26 FY22 FY23 FY24 FY25
Japan North
ASEAN Europe FY26
America
* “Completely local procurement” means to achieve local procurement of raw materials and difficult-to-produce parts. 15/ 24４.Actions for FY2022
Action №３ Realize optimal production and supply systems globally
（１）Japan Region （２）The Americas
[The Americas]
[Actions for priority 3 regions] Process restructuring started in Indiana, Illinois, and Kentucky
Door trims (implementation started) Seat frames
(implementation plan being examined)
ミドルボード
Middle board アッパーボード
Upper board ドアAssy
Door Assy プレス・溶接S/A
Press, welding 溶接Assy
Welding Assy シートAssy
Seat Assy
[Toyota region]
1 （表皮を基材に巻込み）
(Rolling surface skin on （真空成型）
(vacuum forming) S/A
Accelerate restructuring focusing base metal)
工
on concentration of production Process工
程 程
2 processes and integration of
logistics
現 ケンタッキー
Kentucky イリノイ工場
Illinois region 現 Tennessee イリノイ工場
Illinois region
3 Present状 状
テネシー工場
インディアナ工場
工場 インディアナ工場
region Indiana region region Indiana region
[Streamlining of sites] Reduce 4 Reduce 再 再
イリノイ工場 イリノイ工場
sites 2 sites Reduce 編 Kentucky
ケンタッキー工場 Illinois region 編 テネシー工場 Illinois region
3 sites FY2022
後 後
Tennessee region インディアナ工場
Fuji Susono region Indiana region
Bisai, Tsutsumi-kita
Sewtech Kanto After Illinois region
Illinois region
restructuring
Kentucky region (Door Assy only) Tennessee region
2019 2020 2021 2022 FY2024 Indiana region
・ Expand production restructuring Integrate into Kentucky region Integrate into Tennessee region
including suppliers
・Accelerate CO2 emissions reduction through ・For door trims, we will integrate ・We will also integrate the seat frame
the injection molding and production in the Illinois region to
streamlining of logistics assembly processes in the Indiana the Tennessee region.
region to Kentucky region.
16/24グランドデザイン(案)
4. Actions for FY2022
Action No. 4 Build management information infrastructure
Based on profit/loss unit, formulate a mid-term plan and establish infrastructure for progress verification
FY21 Start operation FY22 Expand functions
Progress
Centralized control of
management information
verification Mid-term Plan
Centralized (100 million yen)
information Verification 16,000 Sales expansion rank
control B
14,000 Sales expansion rank
A
Database
Measures Existing businesses
[Annual plan
/results] ・・・ Per unit
Collaboration FY21 FY22 FY23 FY24 FY25 FY26
Number of Profit and Profit and loss
units sold loss by site by product
Work process Results
Profit/loss unit × Number
of units × Preconditions
standardization
Gradually (Selling price, (Variable
Cross-operational
cost price) factors)
core system introduced to sites
Realize a sales simulation
17/ 245. FY2022 Targets
Financial Target ※Non-financial targets are currently under review (100 million yen)
FY22 full-year forecast FY26 management target
Revenue 14,000 14,000
Operating profit 720 1,000 + α
Operating profit
5.1% 6~7%
margin
ROE 13.3% 10% or higher
Equity ratio 41.3% Around 40%
Net asset 4,060 4,000
Dividend payout
ratio
25.4% Around 30%
Capital Investment 500 (FY21 to 25cumulative total) 2,500+α
R&D costs 420 (FY21 to 25cumulative total) 2,000+α
Steadily implement initiatives to achieve targets for FY2021 by leveraging earning power developed
through the 2020 Mid-Term Business Plan
18/ 246. Actions in 2025 Mid-term Business Plan
Action No. 1 As an interior space creator, establish a business model leading to further growth of Toyota Boshoku
Interior space creator (in response to MaaS)
Lv5 Materiality No. 1
Transformable space free from
Space that makes travel fun driving Offering solutions for realizing automobile interior
while always being taken care space that pursues comfort premised on safety and
environment for customers around the world
Lv4
Lv3 System supplier that manages entire interior space Materiality No. 2
Enhance advanced development (strengthen
collaboration within Group) Materiality No. 2
5 companies collaboration
Lv2 • Personal air conditioning and active driver engagement system
• Seat-incorporated safety belt
■ Supplier covering from material development to assembly
■ Enhance development capabilities ■ Strengthen production engineering capabilities
Strengthen business
■ Develop human resources ■ Enhance management infrastructure
structure to raise earning
■Accelerated our effort to become an interior space creator: reorganize Interior Space Visioneering Center.
power
■Integrated product management function of the Seat Business Segment and Interior & Exterior Business
Segment, newly established Product Planning and Development Promotion Center.
2018 2020 2025 2030
19/ 246. Actions in 2025 Mid-term Business Plan
Action No. 2 Establish a procurement base to strengthen global competitive advantage Materiality No. 3
Reforming supply chains： Restructuring supply chains by evaluation and stratification (higher-level SQCD)
Target: Roadmap for 2025
Competitiveness * ISC： Interior space creator Expansion of core suppliers
Internal
・Deciding suppliers to be ・Sharing direction with TB ・ISC*, new businesses Collaboration production
trained by evaluation based on product Developing new
strategies suppliers based on the Suppliers that can
and stratification complement internal
・ Activities to train open-door policy for production
・ Building global suppliers expansion of SS field
consensus for
activities Suppliers to be trained Development of new suppliers
Suppliers with challenges
2020 2021 2022 2023 2024 2025
(2) Supplier structure reform activity (3) Complement weaknesses of
Specific cases
suppliers
(1) Training core suppliers (cover manufacturers) (door surface skin rolling manufacturers) Company F
(Cost index)
Strengths
(’20/10~) ・High quality Contribu
・Cost competitiveness tion
Supplier ・Technical capability
Production Production ⇒Production
・Possible absence of
Weaknesses
preparation preparation preparation W/G
next president due to Support
Quality Quality ⇒Quality W/G hollowing-out of next-
generation managers
Production Production ⇒Production
Secondment to Company A from engineering engineering engineering W/G Before activities After activities Sharing strengths and weaknesses
each function of TB through management meetings, provide
By promoting integrated activities between TB and suppliers, support for business succession issue,
Enhance functions of company A ,
enhance supplier earnings base. and develop next-generation managers
and develop the company into a core supplier
20/ 246. Actions in 2025 Mid-term Business Plan
Action No. 3 Minimize environmental burden by promoting MONOZUKURI innovation Materiality No. 3
「Actions to carbon neutral」
Reducing Toyota Boshoku Group’s CO2 emissions to zero in 2050 ① Promote daily improvement
（1）
(Reference year: 2013) Promote 40 energy-saving items
Progress of CO2 emissions ② Application of innovative technologies
CO2 recovery and methanation system
Daily improvement experimentation plant
(Energy saving, Karakuri (introduction scheduled in 2022)
improvement)
Energy-saving diagnosis and
Standardization
improvement
Dehydrator
Application of innovative
technologies ③ Introduce renewable energy
CO2 collector
Introduce solar power via PPA* Methanation
Incinerator reactor
Introduce renewable
energy
Desired cut
3-5%/year Zero
* PPA: Power Purchase Agreement
Solar power A direct agreement between a party that generates
electricity and a user
（２） Reducing life cycle CO2 emissions to zero
To be able to respond to the Japanese Government’s reduction
資源採掘 素材製造 生産 物流 走行 廃棄
Material
Resource mining
manufacturing
Production Logistics Driving Disposal target for 2030(reduce 46%), we will establish the Carbon
Neutral Enviroment Division, and enhance collaboration with
Toyota G, JAMA, and JAPIA, etc.
Promote activities througout the
entire value chain
21/ 24グランドデザイン(案)
6. Actions in 2025 Mid-term Business Plan
Action No. 4 Build management information infrastructure
Strengthen competitiveness Centralized information
Finance Safety
Cost and
Enhance governance and expedite decision making Personnel productivity
Global Headquarters
Financial KPI Non-financial KPI Procurement Quality
Analysis
Safety
Sales
Environment
Personnel
Profit and loss Profit and loss Quality
by site by product
Improvement
Steadily implement the Mid-term
Productivity
Business Plan by taking speedy
actions globally in response to
Cross-operational
core system enviromental changes.
22/ 246. Actions in 2025 Mid-term Business Plan
Action No. 5 Improve work quality by implementation of TQM by all employees
Improve work quality (strengthen management
Materiality No. 4
foundation) We will develop people capable of contributing to
society, who have diverse values, a challenging spirit,
and respect for teamwork.
Organization (capability):
Ability to carry out strategies To win the
For Kariya Deming Prize
Process: plant to win for all our
Procedure for work or manufacturing the Deming company’s
Prize seat products
People：Skill map Phase1 Phase2
(qualifications, professional abilities)
Efforts to win Deming Prize
TQM Full Ceaseless Dissemination of Hoshin
Customer first
Philosophy participation improvement management
Become
Principles of For society and work honestly and Develop TQM education system
single-
Toyoda for people steadily
minded
2018 2019 2020 2021 2022 2023 2024
Improve work quality of all our employees and develop human resources
who can work self-efficiently.
23/ 24Open the door, it’s a big world outside.
Let’s tackle the challenges together
to a new century.
The forecasts relating to future business performance provided in this report 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 various factors.
24/ 24Appendix
Appendix1）Status of the Consolidated Statement of Financial Position (Mar.31, 2021)
:Compared to the previous
Current assets year ( billion yen)
457.5billion yen Liabilities
459.0billion yen
↓
↓
506.8billion yen
・Increase in operating +49.3 +17.1
476.1billion yen
receivables due to ・ funding to deal with
recovery from lower covid-19 outbreak
volume ・Increase in operating
payables due to recovery
Assets from low volume
Non-current 845.7 billion yen
assets (+780.7 billion yen from
323.1billion yen the previous year）
↓ +47.9
Equity
338.9billion yen 321.7billion yen
+15.7 Total equity attribute ↓
to owners of the
Increase in property, plant
and equipment due to the parent 369.6billion yen
construction of global 37.3%
mainstay hub ↓
39.6％Appendix2）Consolidated Cash Flows
(100 million yen) 796 Cash flows from operating activities:
744
△5.1 billion yen year-on-year
Free cash flows: △2.4 billion yen
year-on-year
254 230 Major factors
・Expenses for acquisition of property,
plant and equipment etc.
FY20 FY21
Cash flows from investing activities:
+2.7 billion yen year-on-year
△ 541 △ 513
(100 million yen)
FY20 FY21 Change
Cash flows from operating activities 796 744 △ 51
Cash flows from investing activities △ 541 △ 513 27
Free cash flows 254 230 △ 24
Cash flows from finacial activities △ 139 27 167
Impact of foreign exchange △ 63 59 123
Change in cash and cash equivalents 51 318 266
Balance of cash and cash equivalents 1,633 1,951 318Appendix3) Quarterly Trends: Consolidated volume, revenue, operating profit, operating profit ratio
Seat Assembly Production / Revenue
JGAAP ◀ ▶ IFRS
Revenue Seat Assembly Production
(10,000 Units)
(100 million yen) 201 206
8,000
188 191 195 193 190 194 220
183 183 186 181 183 183
169
119
3,665 3,444 3,418 3,605 3,597 3,518 3,629 3,434 3,782 3,484
4,000 3,325 3,398 3,607 3,144 3,333 110
2,120
0 0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
FY2018 FY2019 FY2020 FY2021
Operating Profit / Operating Profit Ratio Operating Profit Ratio
Operating Profit (%)
400
8.0% 6.7%
5.9% 5.3%
4.9% 4.6% 4.9% 4.2% 4.4%
217 3.9% 4.0% 4.2% 3.9% 232
3.2% 2.5% 302
162 156 176 158 176
200 143 135 144 147 134
117
78
0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
△6.6%
△200 △140 FY2021
FY2018 FY2019 FY2020Appendix4) Quarterly Trends: Japan volume, revenue, operating profit, operating profit ratio
Seat Assembly Production / Revenue
(10,000 Units)
(100 million yen)
4,000 90 100
83 85 84 85
81 79 79 79 79
75 76 73 73 76
1,981 2,086 1,840 1,984 2,003 2,063 1,904 2,076 1,846 1,856 50 2,070
1,882
1,713 1,773 1,813
2,000 50
1,229
0 0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
FY2018 FY2019 FY2020 FY2021
Operating Profit / Operating Profit Ratio
(100 million yen)
300 5.4%
3.1% 3.3% 2.8%
2.2% 2.9% 1.8% 5.2%
1.8% 1.5% 1.1%
0.4% 0.0% △0.3%
150 111 97
58 64 68 50
31 39 31 34
8 20
0
0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
△7 △19
△150 △1.1% △119
FY2018 FY2019 FY2020 FY2021
△9.7%Appendix5) Quarterly Trends: The Americas volume, revenue, operating profit, operating profit ratio
Seat Assembly Production / Revenue
2,000 (100 million yen) (10,000 Units) 50
34 32 33
30 29 30 31 31
28 29 28 27 29 27
27
1,000 25
750 691 702 715 723 724 727 709 752 718
630 664 651 653 624
12
279
0 0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
FY2018 FY2019 FY2020 FY2021
Operating Profit / Operating Profit Ratio
150 (100 million yen) 137 21.7%
Impact of APA
7.2% 3.9% 3.4% 2.4%
4.5% 7.1% 3.9%
1.6% 2.6% 1.4% 2.1%
75 51 △0.5% 0.1% △2.4%
47
34 28 27 25
11 18 10 13 17
0 △20.1%
0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
△3 △15
△75 △56
FY2018 FY2019 FY2020 FY2021Appendix6）Quarterly Trends: Asia & Oceania volume, revenue, operating profit, operating profit ratio
Seat Assembly Production / Revenue
2,000 (100 million yen) (10,000 Units) 80
67
61 62 59 62
58 56 59 58 59
54 55 55
52
47
42
892 908 929 892 874 928 938
1,000 828 840 829 851 840 787 854 40
642 661
0 0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
FY2018 FY2019 FY2020 FY2021
Operating Profit / Operating Profit Ratio
(100 million yen) Impact of APA 14.1%
140 12.2% 132
10.4% 11.7% 10.0% 12.0% 9.9%
10.6% 109 113 94
9.8% 93 9.3% 8.7% 8.6% 84
90 9.3% 89 9.0%
81 78 72 78 78 6.8%
55
70
44
△18
0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
△70 △2.0%
FY2018 FY2019 FY2020 FY2021Appendix7) Quarterly Trends: Europe & Africa volume, revenue, operating profit, operating profit ratio
Seat Assembly Production / Revenue
1,000 (10,000 Units) 40
(100 million yen)
23 23 23 23 24 23
22 21 22 21 22
20 19 20
500 17 20
243 282 259 250 271 10 251 255
225 242 229 232 235 222 210
194
108
0 0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
FY2018 FY2019 FY2020 FY2021
Operating Profit / Operating Profit Ratio
60 (100 million yen) 11.6% 13.4% 13.0% 12.9%
9.2% 8.5%
7.8% 6.6% 7.4%
6.6% 6.0% 6.6%
5.8% 30 29 32 32
2.6%
30 23 23
22 16 17
16 13 15
13
5
0
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
△10
△30 △28 △14.8% △10.0%
FY2018 FY2019 FY2020 FY2021You can also read
