toyota business plan pdf

Site search

Business/Products

• Business/Products TOP
• Automobile Seats
• Aircraft seats
• Seats (Excluding Those for Vehicles and Aircrafts)
• Interior & Exterior TOP
• Floor Carpets
• Luggage Compartment
• Exterior Components
• Unit Components TOP
• Filter Products
• Plastic Parts for Internal Combustion Engine (ICE)
• Products for Electric Vehicles
• Textile Components / Others

R&D/Innovation

• R&D/Innovation TOP
• Global Development System
• Product Engineering TOP
• Lightweight Molded Foam Door Trim with High Impact Resistance
• Expanded Kenaf Base Material
• One-Motor Power Seats
• Hydrogen power system
• Testing, Evaluation Engineering TOP
• Development Equipment and Facilities
• Driving Simulator
• Proving Ground
• Production Engineering TOP
• Simultaneous Back-Injection Molding Technology
• Fine Hold Stamping Method
• Foam In Place Method
• Initiatives for Cutting-Edge R&D TOP
• Initiatives for Intellectual Property
• Innovation TOP
• Past Exhibitions
• Interior Space Creator
• Mobility Experience [MX] Concepts
• Industrial Design

Sustainability

• Sustainability TOP
• Message from the President
• Management TOP
• ESG KPIs: Targets and Results
• Toyota Boshoku Group’s Materiality
• Our Approach to Information Disclosure
• Environment TOP
• Toyota Boshoku Earth Charter
• Toyota Boshoku Basic Policy of Biodiversity
• 2050 Environmental Vision
• Environmental Management
• Challenge 6
• Environmental Information
• Customer First, Quality First
• Job Satisfaction and Employment
• Diversity and Inclusion
• Respect of Human Rights
• Human Resources Development
• Social Contribution
• Stakeholder Engagement
• Governance TOP
• Corporate Governance
• Risk Management
• Archive TOP
• Toyota Boshoku Report
• Sustainability Web (PDF version)
• ESG Briefing
• Human Capital Report
• GRI Standards Comparison Chart
• Corporate Information
• Corporate Information TOP
• At a glance
• Corporate Outline TOP
• Company Profile
• Our history
• Executive Officers
• Global Network TOP
• The Americas
• Europe & Africa
• Workday Calendar
• Purchasing Information TOP
• Basic Purchasing Policy
• Supplier Sustainability Guidelines
• Green Purchasing
• Main Purchasing Items and Organization
• Process from Proposal to the Start of Transactions
• Business Proposal
• Management Information TOP
• Value creation process
• The identity of the Toyota Boshoku group

Mid-Term Business Plan

• DX at the Toyota Boshoku group
• Evaluations by Outside Institutions
• Company Sports Activities

Investor Relations

• Investor Relations TOP
• Non-Financial Information (Sustainability)
• Management Information (Corporate Information)
• Financial Highlights (Consolidated)
• IR Calendar
• Stock Information TOP
• Stock Overview
• Shareholders Return
• Stock Procedure
• Bonds and Rating Information
• General Meeting of Shareholders
• IRメール配信サービス登録
• IR Site Map

Global Careers

• Global Careers TOP

Region and Language

• Global English
• America English

Asia / Oceania

• Asia / Oceania English
• China Chinese
• China English

Europe / Africa

• Europe / Africa English
• Management Information

Presentation Slides and Movies

Latest presentation slides and movie.

• Briefing on 2030 Mid-term Business Plan
• Briefing on 2030 Mid-term Business Plan With Script
• Summary of Q&A at Briefing on 2030 Mid-term Business Plan

Back number

2025 Mid-Term Business Plan Announcement Presentation Slides and Movie

• FY2021 Briefing on 2025 Mid-term Business Plan
• 2025 Mid-Term Business Plan Announcement Movie

2030 Environmental Recognition (macro, mobility industry)

The following changes in the business environment are expected in 2030.

• Transformation of automobile market due to entry from different industries in line with the advancement of battery EV and MaaS.
• The growing influence of Z/α generations, who are digital natives and diversification of user needs due to increase in the elderly population.
• Co-existence with nature taking into consideration not only decarbonization and circular economy but also the nature positive movement.
• Diversity in working people coming from the concept of diversity and inclusion, declining birthrate and aging population.

Based on this environmental recognition, the value of enjoying the time inside vehicles will increase and the vehicle interior space will become a key differentiating factor. We believe that this will lead to the rising customer expectations for “comfortable vehicle interior space based on safety and environment-friendliness.” We have worked to become the Interior Space Creator as our desired status in the future. We see this as a big chance for further growth in “comfortable vehicle interior space based on safety and environment-friendliness.”

Framework of 2030 Mid-term Business Plan

Our 2030 Target is to “become a company as the Interior Space Creator realizes comfortable mobile spaces and contributes in solving social issues while expanding product range and customer base. In addition to the changes in the environment surrounding mobility, our strengths,

• The technology development capabilities for "Products closest to users".
• Ability to deliver bulky products globally just in time.
• Abundant global human resources.

We will make use of such things.

Financial targets are set to be 2,200 billion yen for revenue, 150 billion yen for operating profit, and 7% for operating profit ratio. While maintaining a steady share in each market, we aim to achieve an operating profit ratio far exceeding the past record. In terms of shareholder returns, we have introduced "DOE" as a new indicator and will work to stably achieve at least 3%. We have also reviewed the ESG KPIs as our non-financial targets for 2030. The representative indicators are as follows.

Aiming to achieve the Target, by implementing the CSV management, which pursues both social value and economic value by resolving social issues through business operations, we aim to enhance our corporate value. For example, with medical vehicles and mobility independence support, we will contribute to solving social issues and thereby create new businesses as the Interior Space Creator.

Inheriting our founding spirit of “for the world and for people,” we aim to grow stably by making steady efforts to be helpful for society and link such efforts to our businesses.

Environmental Vision

We revised our Environmental Vision as guidelines for implementing CSV management and activities to enhance our corporate value. We will accelerate and promote efforts to respond to environmental requirements that society asks for companies, advance information disclosure, respond to ELV regulations, and preserve/restore natural capital.

We revised our Environmental Vision.

Our priority actions in three categories

• Global warming prevention
• Resource circulation
• Co-existence with nature

Reestablishment of Challenge 6

• ”Global warming prevention” Along with the 50% reduction for Scope 1 and 2, we aim for 30% reduction for Scope 3.
• ”Resource circulation” Achieving the use rate of recycled plastics demanded by customers.
• ”Co-existence with nature” Enhancing the activities for conservation of ecosystems for a nature-positive world, and advancing information disclosure in accordance with the TNFD.

Business Portfolio Policy

The Toyota Boshoku group sets our Vision, which describes the company we aim to become by considering the Principles of Toyoda, which bring together the ideas of the founder Sakichi Toyoda, and our Corporate Philosophy, which was established based on the it. This Vision advocates, “looking into the future, we will create tomorrow’s automobile interior spaces that will inspire our customers the world over.” We defined the Toyota Boshoku group’s materiality, the identification of important issues to be resolved through our business operations from among a variety of social issues and the approach we adopt to resolve them with the goal of enhancing corporate value. To increase corporate value, we have formulated a materiality plan to identify and resolve important issues that the Toyota Boshoku group prioritizes through its core business from among various social issues. In fiscal 2024, we announced our 2030 Medium-term Business Plan, which defines our target as to "Become a company as the Interior Space Creator, which Contributes in solving social issues while expanding product range and customer base". As the Interior Space Creator, we will expand our product fields and develop products that are compatible with electrification. In addition to existing customers, we will acquire new customers such as new OEM and MaaS servicers. Furthermore, we are looking to maximize cash flow through enhancement of revenue and through improvements in manufacturing productivity. We aim to achieve the goals of our Mid-Term Business Plan through strategic allocation of the management resources gained from MONOZUKURI. We have set FY2031 financial target and aim to realize revenue of 2.2 trillion yen, operating profit of 150 billion yen plus alpha (an operating profit ratio of 7%), and ROE of 10 % or higher. With regard to returns to shareholders, while balancing medium-to long-term growth and financial soundness, we will introduce a new DOE with the aim of maintaining long-term stable dividends that are not greatly influenced by immediate business performance. We aim to achieve a DOE of 3% or more, while also taking into consideration the level of the dividend payout ratio. In order to manage business risks, we have adopted the business evaluation metric with an awareness of capital costs (IRRs that take into account the cost of capital by country). This allows us to objectively monitor business feasibility and its result will be reflected on discussion for formulation of action plans and examination of business continuity. We will increase the added value of seats and interior/exterior as a whole interior space, while strategically allocating management resources to the growth areas of electrified products and new business development toward 2030.

• Crown Signia
• Grand Highlander
• Land Cruiser
• Concept Vehicles
• Historic Vehicles
• 2025 Toyota 4Runner
• CALTY 50th Anniversary
• 2024 Toyota Land Cruiser
• 2024 Toyota Tacoma
• New Product Showcase
• Los Angeles
• Global Shows
• What’s New for 2025
• What’s New for 2024
• What’s New for 2023
• What’s New for 2022
• Images & Videos
• Latest News
• Sales & Financial
• Voluntary Recalls
• Takata Info
• Environmental
• Community Engagement
• Diversity & Inclusion
• Finance, Insurance & Banking
• Advanced Technology
• Research & Development
• Safety Technology
• Motorsports
• Company History
• Executive Bios

Media Contacts

• Takata Recall

Home > Corporate  >  Manufacturing

Toyota Charges Up Investment and Jobs in U.S. Manufacturing

$1.4 billion investment in Indiana plant brings production of an all-new BEV

Toyota adds up to 340 new, sustainable U.S. jobs

PRINCETON, Ind. (April 25, 2024) – Toyota will prepare for assembly of an all-new, three row battery electric SUV in the U.S. as part of a new $1.4 billion investment in its Princeton facility, affirming Toyota’s commitment to reinvesting profits in its U.S. operations and bringing total investment in Toyota Indiana to $8 billion. This also brings the addition of up to 340 new, high-quality jobs with long-term stability.

This investment will not only provide plant infrastructure to build the all-new BEV, it will add a new battery pack assembly line using lithium-ion batteries supplied by Toyota Battery Manufacturing North Carolina, a $13.9 billion facility slated to begin production in 2025.

“Our team members are the heart of Toyota,” said Tim Hollander, president of Toyota Indiana. “We take great pride in producing quality products while providing long-term, stable employment no matter the changes in our industry. Our team is committed to delivering this new product with the same quality and performance that Toyota customers expect.”

Toyota’s Indiana facility is home to more than 7,500 team members who assemble the Toyota Sienna, Highlander, Grand Highlander and the Lexus TX.

“I feel fortunate for the years I’ve been with Toyota and am proud of the products we assemble,” said Michael Baehl, a 26-year Toyota Indiana team member. “The company’s commitment to long-term job stability and high-quality work provides me with peace of mind. Additionally, the opportunities to enhance my skills and progress in my career have allowed me to achieve goals I never imagined.”

Since 2021, Toyota has announced new investments totaling $18.6 billion into its U.S. manufacturing operations to support electrification efforts. Increasing BEV production in the U.S. advances Toyota’s portfolio approach to electrification.

“Indiana and Toyota share a nearly 30-year partnership that has cultivated job stability and economic opportunity in Princeton and the surrounding southwest Indiana region for decades,” said Governor Eric J. Holcomb. “Toyota’s investment in the state began with an $800 million commitment and has grown to over $8 billion. Today’s incredible announcement shows yet again just how important our state’s business friendly environment, focus on long-term success and access to a skilled workforce is to companies seeking to expand and be profitable far into the future. Indiana proudly looks forward to continuing to being at the center of the future of mobility.”

This announcement comes on the heels of a $1.3 billion investment in Toyota Kentucky for the production of a separate all-new, three row battery electric SUV.

Related Media

Related images.

About Toyota  Toyota (NYSE:TM) has been a part of the cultural fabric in North America for more than 65 years, and is committed to advancing sustainable, next-generation mobility through our Toyota and Lexus brands, plus our more than 1,800 dealerships.

Toyota directly employs more than 63,000 people in North America who have contributed to the design, engineering, and assembly of nearly 47 million cars and trucks at our 13 manufacturing plants. By 2025, Toyota’s 14 th plant in North Carolina will begin to manufacture automotive batteries for electrified vehicles. With more electrified vehicles on the road than any other automaker, Toyota currently offers 27 electrified options.

For more information about Toyota, visit www.ToyotaNewsroom.com .

Stacy Carr 812-215-6381 [email protected]

• + Select All
• - DeSelect All

Toyota_IN_Drone_Front_Elevation_Hero

Toyota_Indiana_Assembly_Line_Resized

Related stories.

Four Reasons Why You Should Subscribe to Newsroom Connection

Toyota Alabama Powers Up a New i-FORCE Engine Line

Toyota Bringing Battery Electric Vehicle Production to Kentucky

Email sign up.

Enter your email address below to sign up for email alerts.

* Indicates Required

Thank you for subscribing. Please check your email to validate your sign up.

You are already subscribed, your mailing lists have been updated.

Copyright Notice

All materials on this site are for editorial use only. The use of these materials for advertising, marketing or any other commercial purpose is prohibited. They may be cropped but not otherwise modified. To download these materials, you must agree to abide by these terms.

Boeing Crisis:

Boeing Plan to Buy Spirit Complicated by Airbus-Linked Factories

• Spin-off talks still at early stage with European planemaker
• Pricing of money-losing factories among the sticking points

Spirit AeroSystems offices in Farmers Branch, Texas.

Boeing Co. ’s plan to buy back supplier Spirit AeroSystems Holdings Inc. has become mired in protracted discussions over pricing for factories that make components for Airbus SE , complicating the US planemaker’s efforts to gain tighter control over manufacturing quality.

Since Boeing first confirmed its intention in early March to re-integrate Spirit, talks have only progressed slowly and don’t appear anywhere close to completion, according to people close to the matter. Untangling Spirit is complicated because the company makes parts not just for Boeing, but also for arch-rival Airbus as well as manufacturers including Northrop Grumman Corp. , said the people, who asked to not be identified as the negotiations are confidential.