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  • Corporate Information

    Vision : Mid-Term Business Plan for Implementation Until 2020

    Vision

    The Company We Aim to Become
    Looking into the future, we will create tomorrow's automobile interior space that will inspire our customers the world over
    Our desired status in Business
    A company that persists in proposing excellent mobility for customer throughout the world
    Our desired status in Society
    A trusted company that grows together with all stakeholders

    Our desired status for 2030

    Our desired status in Business

    Our desired status in Business
    Our desired status in Business

    Our desired status in Society

    Our desired status in Society
    Our desired status in Society

    Mid-Term Business Plan for Implementation Until 2020

    1.Corporate Growth while cultivating corporate citizenship

    We will enhance the company growth while cultivating corporate citizenship as a good corporate citizen, and enhance corporate value on a medium- to long-term basis through the pursuit of sustainable growth, which is supprted by strengthening of our competitiveness and management foundation.

    1.Corporate Growth while cultivating corporate citizenship
    1.Corporate Growth while cultivating corporate citizenship

    2.Sustainable Growth

    Strengthening Competitive advantage

  • (1) Develop new technologies and new products towards 2030
  • [Comfort] Offer, before others, time and space where people can feel comfortable
  • [Safety] Offer safe and secure mobility space that is ahead of the times
  • [Environment] Offer mobility space that is environment friendly
  • (2) Manufacturing innovation towards 2030
  • [Affection] Offer what customers want and the joy to create
  • [Trust] Sophisticated manufacturing to ensure that products be delivered
  • [Peace of mind] Simple manufacturing that can foresee risks and offer safety
  • (3) Further enhance our fundamental capabilities on manufacturing
    Strengthen our R&D capabilities
  • Advance our technological development capabilities by establishing a new development process
  • Effectively utilize development resource through mutual collaboration among the global R&D offices
  • Strengthen our original capabilities to design vehicle interior space
  • Strengthen our production engineering/production capabilities
  • Globally implement and establish the basic plant requirements to strengthen on-site competency
  • Improve quality and productivity by standardizing processes and procedures for production / manufacturing preparation
  • Improve quality, productivity and cost through further advancements in production engineering
  • Improve quality, productivity and cost by reorganizing global production system
  • Strengthening Management Foundation

  • (1) Strengthen our profit structure
    Strengthen our business model
  • Advancement of our System Supplier System
  • Complete integration of framework business to "Make Good Seats"
  • Establish business foundation for GNCB
  • Rebuild business strategy
  • Improve organization of business administration and promotion
  • Rebuild business organization in Japan
  • Structural reform in line with future plan
  • Reorganizing plants and companies in line with product business strategies of production strategies
  • (2) Set-up of strong and resilient business structure
  • Revise to a resilient BCP in order to fulfill supply responsibilities despite extreme contingencies
  • Build a business structure that is flexible to and can minimize impacts of extreme demand fluctuations
  • Strengthen ability to cope with sudden changes in currencies and financial environment
  • (3) Create a global management foundation
  • Create foundation for management information
  • Create lively work environment for diverse human resources
  • Continue to build a "One hub per region" structure
  • 3.Enhance our Corporate Value on a Mid to Long Term Basis

    We will share with our stakeholders what we achieve by enhancing corporate value, and will meet long-term expectations of our stakeholders by reinvesting the value towards sustainable growth

    FY2021: Financial Target

    Enhance economic value
    Operating profit margin : Stably Achieve 5% or more
    For a Healthy Financial Status
    Capital Adequacy Ratio 40%ROE approx. 10%
    Long, stable dividend payout
    Target: Dividend payout ratio 30%
    3.Enhance our Corporate Value on a Mid to Long Term Basis
    3.Enhance our Corporate Value on a Mid to Long Term Basis

    2020 Management Plan

    Basic thought

  • Aim to accomplish Mid-term Business Implementation Plan coping with changes in market trends
  • Steadily realize financial benefits from our efforts by improving management capabilities
  • 2020 Management Plan

    Operating profit target

    Operating profit target

    2020 Financial commitment

    2020 Financial commitment

    2025 Target

    2025 Target

    Presentation Slides and Movies

    NEWMid-term Business Implementation Plan Progress Report (November, 2019)

    Mid-term Business Implementation Plan Progress Report (May, 2019)

    Mid-term Business Implementation Plan Progress Report (November, 2018)

    2020 Management Plan (May, 2018)

    Mid-term Business Implementation Plan Progress Report (November, 2017)

    Mid-term Business Implementation Plan Progress Report (May, 2017)

    Mid-term Business Implementation Plan Announcement (November, 2016)