Toyoda Gosei’s Growth Strategy

New Medium-Term Business Plan: The 2030 Business Plan
In August 2023, Toyoda Gosei prepared the 2030 Business Plan as our medium- to long-term management planto achieve sustainable business growth in the future by providing social value in response to changes in themobility society.
Our goal is to become a company that pursues the possibilities of polymers to contribute to a future of better
mobility and living, and we will deliver safety through safety systems, comfort through interior and exterior
components, and decarbonization to society through the development of new businesses for polymer materials
to society.
Progress of the 2025 Business Plan
In the 2025 Business Plan announced in2018, we have set targets of 1 trillion yen inrevenue, 8% in operating profit ratio, and
10% in ROE. We are on track to achieve ourrevenue target due to the growth in sales
revenue, which exceeded the increase inautomobile production, as well as the impactof the yen’s depreciation. On the other hand,operating profit ratio and ROE are projected
to fall short of the targets because of
production fluctuations due to the COVID-19
pandemic, the impact of the materials market,
and the postponement of the development of
new products and technologies.
Based on the 2025 Business Plan, we haveidentified four main issues that we must
address in order to achieve our next stageof growth: Adapting to CASE technologicaladvances with a focus on BEVs,
Restructuring of our business portfolio,
business management with an awarenessof capital efficiency, and creating new
businesses and products to serve as newpillars in the next generations. These will be
addressed in the 2030 Business Plan.

ROE
Operatingprofit ratio

10%

Target line¥

1,000.0 bn¥951.8 bn

Target line

3.7%

8%

Revenue
FY2018FY2019FY2020

FY2021

FY2022

FY2025
Forecast

Challenges for further growth
01. Responding to CASE (Connected, Autonomous, Shared,
Electric) technological advances with a focus on BEVs
Roll out different products for different regions and customers. Expand
organizations and human capital in each overseas region.

02. Restructuring of business portfolio
Focus on fields that balance both social value and economic value.

03. Business management with an awareness of capital efficiency
Shift resources into high-growth, high-profit fields and manage balance sheets.

04. Creating new businesses and products to serve as newpillars in the next generation

Speed up the generation of ideas and ascertain their commercial viability.
Develop products from the customer’s point of view and market them as solutions.

Overview of the 2030 Business Plan
The 2030 Business Plan sets forth our vision of
becoming a company that pursues the possibilities ofpolymers to contribute to a future of better mobility
and living, and we aim to further enhance our strengths
by expanding our business domain using polymer
technologies such as rubber and plastics. The
manufacturing of parts rooted in polymer technology is
our original business, and at the same time, it is thebusiness we carried on from the rubber research
department of our predecessor, Toyota Industries
Corporation. We view this as our strength and a sourceof profits, and we are strongly committed to expanding
our business into new areas while maintaining anddeveloping our wealth of knowledge and advanced
technological capabilities.
Our specific growth areas are (1) safety, (2) comfort,and (3) decarbonization, and we aim to achievesustainable business development by focusing on

24

Target line

areas that combine social and economic value. We
aim to achieve revenue of 1,200 billion yen, operating
profit of 100 billion yen, operating profit ratio of 8%,
and ROE of 10% by increasing our economic value
while enhancing our presence value. To achieve thesegoals, we will implement structural reforms for priority
businesses (safety systems, interior and exterior
components), regions, and customer service, as well
as forge strategic alliances to accelerate growth
globally and strategically reinforce development andintellectual properties (IP). At the same time, we will
implement the invigoration of our people andorganizations. By evolving into a “polymer-likeorganization,” in which people and departments work
closely together and demonstrate high creativity andproductivity, we will be able to respond to changes inthe environment while freely changing the shape of theorganization and create new value.

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

Outline of 2030 Business Plan
Vision for the company

Become a company that pursues the possibilities of polymers
to contribute to a future of better mobility and living.
Delivered value

SafetyComfortThrough safetysystems

Through interior &exterior
components

Basic policy

Decarbonization
Through new
businesses forpolymermaterials

Priority measures Structural reforms aimed at growth in priority businesses, regions, and customers(expand sales in safety systems, interior/exterior, and materials businesses toregional automakers in North America, India, and China).
 Forge strategic alliances to accelerate growth globally and strategically reinforce
development and intellectual properties (IP).
 Revamp management with a “polymer-like organization” that organically binds
people and the organization.

 Focus on fields that balancesocial value and economic value.
(business portfolio restructuring)

FY2030ﬁnancial objectives

Revenue

Operating proﬁt

Operating proﬁt ratio

ROE¥1,200.0 bn¥100.0 bn

8%

10%Economic value (profitability)

Business portfolio restructuring for growth
We will shift our resources to growth areas that deliver
In restructuring of our business portfolio, we will adopt
both social and economic value.
TG-ROIC*1 management and invest efficiently for eachregion and business.
We currently have four main product areas: safety
Operating profit
system products, interior and exterior components,*1 TG-ROIC =Non-current assets + Inventories
functional components, and weatherstrip products.
While implementing
restructuring of theseEnvisioned business portfolio in 2030 (circle size denotes revenue)
businesses, we will shift
BEVand expand our businessexclusive Decarbonization
products
domain to contribute to theimprovement of safety,
Make interior
Providespaces more
safety to BEV
security, and comfort of
Resource shiftcomfortableusers and otherduringvehiclesociety. Also, we willtravelInterior/
occupants
Fuel
Safetydevelop new businesses
exterior
systemsystemcomponents
products
products
and products, such ashydrogen tanks andNew businesses/products
material recycling, toWeatherstrip(hydrogen tanks, materials recycling)
products
contribute to
Growth areas
decarbonization.
Social value (degree of contribution to safety, comfort, and decarbonization)
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Toyoda Gosei’s Growth Strategy

Enhancing Social and Economic Value
Changes in the mobility society and anticipated needs
In preparing the 2030 Business Plan, we began bya means of transportation to a space for relaxation.

creating a concrete image of what the world will be like

The trend toward viewing mobility not simply as ain 2030 (the future mobility society). We predict thatmeans of transportation, but as something that must

mobility will change in 2030 due to advances in CASE*

provide value, such as relaxation or entertainment, willand decarbonization, and that people’s relationships

accelerate. The final change is human coexistencewith cars will also change significantly.

with new forms of mobility. As various forms of mobility

The first change is the acceleration in resource

are created, we believe that functions forrecycling. We envision the creation of a social systemcommunication between cars and between cars andthat will create a large cycle, including the final

pedestrians will be required.

disposal of ELVs (End-of-Life Vehicles). The second

As the automobile industry and other companies workchange is the proliferation of clean energy. As theto implement the mobility society of the future, and as

energy mix is rapidly changing, there is expected to bevehicle manufacturing changes, we also will support

a need to improve energy efficiency, including fuelnew vehicle manufacturing while reexamining what ourefficiency, in mobility as well. In addition to the

products should offer.

environment, we believe that there will be a shift from* CASE: A term coined from the initial letters of Connected, Autonomous,
Shared, and Electric.

Mobility society envisioned in 2030: Advances in CASE and decarbonization
Acceleration inresource recycling

1

Proliferation of clean energy

2

3
4
H2

Mobility infuture society

H2

H2

SafetyComfortDecarbonization

Transformation from means of transportation to space for relaxation

26

Human coexistence with new forms of mobility

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

1. Contribution to Safety
Over the years, Toyoda Gosei has contributed to the
reduction of traffic fatalities by providing various typesof airbags. Safety system products such as airbags,
seat belts, and steering wheels will be required to
evolve in terms of both function and performance as
BEVs and self-driving vehicles become morecommonplace. Also, demand continues to grow assafety regulations are tightened around the world.
We will continue to develop and provide moreadvanced occupant protection products to achieve asafe and secure mobility society. To this end, we will
deepen and accelerate our collaboration with Ashimori
Industry Co., Ltd., which we have been conducting
since 2021. By leveraging each other’s businessassets and expertise, we will maximize synergies indevelopment, design, sales, procurement, andproduction, and aim to become a system supplier thatcan propose and provide total safety system productsolutions.
In proposing seat belt and airbag systems, we expectthat the lap airbag, which incorporates an airbag inside
a seat belt, will be an innovative turning point. Thissystem can protect occupants in any position, and is
adaptable to major changes in vehicle structure. We
are developing airbags that can respond to changes inmeans of transportation and new mobility, such as
cyclist airbags that protect pedestrians and bicyclists
from collisions, and variable-volume airbags withbiometric sensing technology that protect the elderly
and pregnant women. We plan to increase airbag
production to 1.5 times the FY2022 level by FY2030.

• Over the years, we have reduced traffic fatalities by supplying airbags of various types.
• As BEVs and autonomous vehicles proliferate, our next task is to develop and bring to market sophisticated products forprotecting vehicle occupants.

Deepen collaboration with Ashimori Industry Co., Ltd.
Offer seat belt and airbag systems
Provide safety toeveryone on the move

Provide safety tovarious vehicle
occupants
Provide safety to BEV
users

Airbags adapted to changing modes oftransportation and new forms of mobility

Illuminated steering wheels that connect the personwith the vehicle, and lap airbags that protect
occupants in various postures in anticipation of
the proliferation of autonomous vehicles

Added value

Airbag and seat belt solutions
optimized for changes in vehicles
brought on by the shift to BEVs

Cyclist airbags that offer protection
for pedestrians and cyclists
in case of collisions

Biometric sensing technology
and variable-volume airbags that
protect the elderly and mothers-to-be

FY2030airbag production
volumeCompared to FY2022:

1.5x

2025

2030

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Toyoda Gosei’s Growth Strategy

2. Contribution to Comfort
Aiming to create more comfortable in-car spaces while

contribute to the improvement of comfort for new

responding to changes in mobility, we have set a target

mobility by utilizing the polymer technologies that weto increase the ratio of BEV-related sales revenue tohave developed over the years and by strengthening

40% by FY2030. Specifically, we will work to provide

our cooperation with other manufacturers.

new functions that are unique to BEVs, such as

We will also develop and propose signage and lighting

combining interior and exterior components withusing LED light as a means of communication between

safety systems and illumination products. Also, forcars, and between cars and pedestrians, inself-driving vehicles, we will develop retractable

collaboration with other companies. Signage, forsteering wheels and multifunctional consoles that can

example, can be used in the new mobility society to

expand the interior space during automated driving.

signify “please go ahead” to pedestrians at pedestrian

Furthermore, we will provide new comfort value incrossings when the driver is not present in a self-

response to the new era of mobility through plastic-

driving vehicle.

based, lightweight, and integrated designs for frontend modules and other components, as well as
improvement of instrument panel modules. We will
• By integrating safety systems and illuminated products into interior & exterior components, we will offer new
functionality suited to BEVs
• With our polymer technology, we will also upgrade car designs and manufacturing to bring about new forms of mobility

Ramp up collaboration
with other manufacturers
Communication with othervehicles and pedestrians

Employ polymer technology tocontribute to the evolution of mobility
Plastic-based, lightweight,
integrated

External signage and lighting

Transformation of
structure and build
Frontend module

Broad instrument panel
and integration of components

Designs that evoke
the essence of BEVs

Added value

Sensor transparent front end
and sensory illumination

Space to relax during
autonomous driving

Instrument panel module

Retractable steering wheel
and multifunction console

BEV-relatedshare of sales
in FY2030

40%
2025

28

2030

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

3. Contribution to Decarbonization
We will harness our knowledge of polymer materials tofocus on the development of high-performancematerials and the formation of businesses for material
recycling.
In the recycling of products and materials, since many
products are incorporated into automobiles, it isdifficult for us to go it alone and we need to proceedon the premise of collaborating with other companies.
We will implement initiatives with the entire supply
chain in mind, including how to collect and recycle
materials and products up to and including final
disposal of automobiles. For some products, such as
plastics, rubber, and airbags, we are already working
on a system to collect waste materials from outside
the company and recycle them into recycled materials,
which we will develop into businesses and monetize,
including sales outside the company.
We will accelerate the pace of our energy-conservation
efforts by implementing production technology

innovations as well as daily improvements in
manufacturing processes. Our manufacturing
processes mainly emit CO2 through painting, plating,rubber extrusion molding, and plastic injection
molding. We aim to achieve carbon neutrality by
production technology innovations in each process,such as developing decorative elements with low
environmental impact in the painting and platingprocesses, optimizing vulcanization conditions during
the rubber molding process, and using electric power
and low pressure in the plastic molding process, aswell as utilizing renewable energy and other resources.
We have moved up our goal of achieving carbon
neutrality for Scopes 1 and 2 to 2030 from the previous
target of 2050. We will contribute to the realization of awide range of decarbonization and recycling promotion
in society by establishing a system that enables us toprovide CO2-free, high-added-value products as earlyas possible.

• Harness our knowledge of polymer materials (formulation, kneading) to focus on development of high-performancematerials and recycling materials.
• Contribute to decarbonization and recycling promotion in society at large by not only utilizing the materials ourselves
but also selling them externally.

Base ingredient manufacturer

Toyoda Gosei

Automakers

Recycling company

Monomers/polymerization

Formulation, kneading/
Molding, processing

Assembly

Collection/recycling

Polymer materials
knowledge andknowhow

Collaboration/alliance

High-performance materials

Collaboration/alliance

External sale

Recycled materials

Fire-resistant materials,
insulating materials, etc.

Plastics, rubber, airbags, etc.

Expand into organic synthesis
and develop new materials

Collect waste materials externallyand recycle them into new materials

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Initiatives Supporting the Growth Strategy

Research and Development

Message from the CTO
With an eye on society beyond 2030,
we will accelerate development in response toadvances in CASE and decarbonization tocontribute to society and achieve corporate
growth.
Development Efforts toward the 2030
Business Plan
We are developing products that will help make future
lifestyles more sustainable and affluent based on our
understanding of social issues that will continue into
the future.
As our broad development policy for the 2030
Business Plan, we are working on the following threepolicies to contribute not only to the automotive field
but also to a wider range of fields.
1. Develop system and module products that leadthe mobility of the CASE society
2. Develop technologies and create new businesses
that achieve carbon neutrality and lead the way
in the circular economy
3. Develop solutions with a focus on Energy,
Healthcare, and Smart Homes
The technologies required for these developments willbe identified as core technologies to be developed
from both backcasting and forecasting perspectives
based on our polymer material technology and otherfundamental technologies. We will aim for quick
business development by implementing measures that
include external collaboration.

Mobility Development
In order to respond to the rapid shift to BEVs in theautomotive industry, we must accelerate productdevelopment from the perspective of changing
vehicles and user needs.
For vehicles, not only are the power units being
replaced, but automobile manufacturers are also
considering a fundamental review of their production
processes. As automotive parts manufacturers, we

30

Mitsuhiro
Nawashiro

Director, Corporate Officer

CTOneed to conduct development not on a component
basis as in the past, but on a module and system basis.
To this end, we have started projects that cross overbusiness domains, enabling us to break down
conventional internal norms and barriers and quickly
realize ideas from planning to developing of
manufacturing methods.
We need a product planning strategy that anticipates
the world’s trends and changes in people’s values
toward CASE for the future, and that captures
technological trends from a global perspective.
We envision the value required for mobility that will
support people’s lives in the future, and we areworking to imagine and propose products that embody
the huge concepts of space and mobility to ourcustomers.
We always aim to create vehicles that are friendly tothe earth and people, and to incorporate safety andsecurity (zero fatalities for all traffic participants),
comfort (providing value based on how the vehicle isused), and decarbonization into our product planning.

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

Carbon Neutrality/Circular Economy

Initiatives Supporting These Activities

Carbon neutrality (CN) has become a commonplace
responsibility, and the idea of creating value and runningan economy with a circular economy (CE), which isbased on a recycling-oriented society, has become awidely-held vision of how businesses should be. In theautomotive industry, in addition to the need for new
functionality for plastic materials due to the conversion
to electrification, the ELV Directive has set a target value
for the use of recycled materials, and social demands
are greatly accelerating. We will not only utilize recycledmaterials, but also consider the lifecycle of plastic/
rubber, and implement design proposals that facilitate
vehicle disassembly, aiming for complete recycling. In
addition, we will contribute to the global environment by
developing uses for bio-based materials.

In order to speed up the development of solid
technology for future business expansion, we are
strategically working on securing intellectual property
rights, strengthening our R&D system outside Japan,
and building stronger external partnerships.
1) Intellectual property strategy
To boost the competitiveness of our technologies, weare utilizing IP landscapes that lead to the creation of
new development themes in order to create patents
with the aim of acquiring intellectual property rightsfrom a long-term perspective. In order to win against
new competition, it is necessary to know where westand compared to other companies, build a strategy
to gain an advantageous position, and obtain patents
in line with that strategy.
Through these operations, we will combine market andpatent information to come up with a strategy that will
enable our company to win against the competition.
2) R&D system outside Japan
With the accelerating adoption of BEVs, it is necessary
to enhance local development in order to better
investigate market trends and respond quickly tocustomer demands. To expand sales to local OEMs,
we will also bolster our overseas R&D system byincreasing the number of local staff to enhance ourability to make decisions locally.
3) Building stronger external partnerships
In order to acquire customers and the technologies
needed to develop mobility and solutions, we will
systematically strengthen alliances, corporate venture
capital (CVC), and other external partnerships thatcross over industry boundaries to achieve
technological development. Also, we will accelerate
human resource training and business development byactively sending employees to companies where wehave CVC investments.

New Business/Solution Development
In the 2030 Business Plan, we have set targets for“creating new businesses and products to serve as
new mainstays in the coming era” and are working on
development themes by identifying social issues andtargeting Energy, Healthcare, and Smart Homes as
fields with high affinity by combining our corecompetence and growth markets.
(1) In the Energy field, as a part of our efforts to expand
renewable energy sources, we are developing nextgeneration solar cells, hydrogen production
technology, and power devices for recharging
batteries, aiming for mass production by 2030.
(2) In the Healthcare field, we are developing materials
for the rapidly growing global market of the healthindustry and are working to develop smart insoles for the
early detection of diseases by measuring foot pressure.
(3) In the Smart Homes field, as the use of IoT sensors,
AI, and other technologies becomes more widespread,
we are developing products with wireless power sources
for seamless power supply for more comfortable living,and plan to bring them to market in the near future.
Regulatory
trendsIndoor and unattended
environment (2023)

40 W <

Power transmission capacity

32 W

Indoor and attended
environment (2025)

For automotive use
Smartphones

Miniature
wireless charging
holderIn-vehicle wireless power supply
Magnetic resonance,electromagnetic induction2022

For consumer use
Step 1
Power charging
products forresidential use
2025

Outdoor and mobile(2028)

Step 3In-vehicle power supply service
Infrastructure services
Step 2
Implementation in smart cities(Smart Homes and Buildings)

Microwave power supply system (2025 and beyond)2030

To Our Stakeholders
To achieve the targets in the 2030 Business Plan, we
will draw up a technology strategy that responds tochanges in the market so that we can become thecompany of choice. All employees will work together
to take on challenges, develop and grow ourtechnology, and strive to create value that willcontribute to future society.

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Initiatives Supporting the Growth Strategy

Research and Development

Mobility
For mobility in 2030 and beyond, we will assess the future of CASE, which is constantly evolving, and implement
technological development as an initiative to anticipate social changes and solve future social issues in order toprovide new value through the entire vehicle, from value-added improvements of existing parts to modules/
systemization, and beyond.
Toward resolution of social issues
Based on future projections of society, theenvironment, the economy, technology, and people’svalues in 2035, we see the key social issues ascontributing to a decarbonized society, responding todiversifying values, and mobility optimized for eachregion, and we are working on technology
Cars that are friendly to the earth and users
In order to achieve carbon neutrality by 2050, OEMs haveannounced their goals for electrification, and we are also
working on the development of products responding toelectrification as a priority theme. In particular, we are
pursuing three development approaches todecarbonization, with an eye beyond the 2030 target. The
first is the use of perovskite and other photovoltaic
materials in automobiles, the second is aerodynamic
products that are not bound by conventional structures,development under the theme of creating value basedon the three concepts of cars that are friendly to theearth and users, free space created together with thecar, and freedom of movement for all.

and the third is a functional exterior panel system that does
not use energy from the vehicle side. By integrating newelements using outside
Solar power Aerodynamic
generation
producttechnology based on
our materials, surface
treatment, and design
technologies, thesedevelopments will
enable the creation of
new value.
Functional exterior
panel system

32

Free space created together with the car
With the advances in automated driving, the ways inwhich the vehicle interior space is used will continue
to diversify. In particular, after 2030, Generation Z and
Generation Alpha will also own cars, and the aging of
the population will lead to a wide range of users usingcars. In anticipation of the diversification of user
values, we aim to create safer and more comfortableinterior spaces that can switch between sharing andpersonalization according to the user.
For example, we believe that the combination ofretractable steering wheel technology and instrument
panel/console technology can create an
overwhelmingly expansive space, and by adding
elements that appeal to the five senses, such as light,
scent, and sound, we can create new spatial value.

Also, one factor for why the number of traffic accidents
among seniors has not been reduced is the lack ofmeans of transportation in rural areas where public
transportation is scarce. There is a growing need for
micromobility that allows people to get around evenafter they have surrendered their driver’s license, andwe are committed to developing safe, secure, andeasy-to-operate micromobility vehicles that willcontribute to the happiness in people’s lives.

Freedom of movement for all
As urban populations become increasingly
concentrated and rural populations age, the futuretransportation society is expected to develop
automated transportation networks connecting urban
and rural areas, as well as mobility systems that are
optimized for each region. For mobility that allows
people to easily move around in their daily lives, weare developing driving modules that are easy andenjoyable for anyone to operate. We are working on

the development of a steering wheel incorporating agas pedal and brake levers and with HMI functions sothat the steering wheel becomes an “agent.”

Cabin space that appeals
to the five senses throughcommunication between
people and the car (HMI,
vitals sensing, etc.)

Driving module

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

Carbon Neutrality/Circular Economy
As a polymer manufacturer of rubber and plastics, we aim for carbon neutrality and circular economy by combining
our various technological capabilities in material development, weight reduction, process innovation, 100% recycling,
and more, throughout the entire LCA* from the stage of raw materials and purchased parts to disposal in the
manufacturing process.
* Life Cycle Assessment
Research on materials and devices to achieve carbon neutrality
In the recent trend toward carbon neutrality, a2020
wide range of technologies must be developed
to reduce CO2 emissions from a short- to
medium- and long-term perspective. In the
Recycled plastics
Short-term
short term, we are working on material
Recycled rubber
modification technology to restore the physicalproperties of materials to the same state as
Technology
new ones by utilizing our strengths in polymer
for more
Medium-term
technology, aiming to improve the recycling
lightweight
designsrate of used automotive plastics and rubber.
We are also engaged in material research to
Manufacturingmake it easier for customers to accept
methods byLong-term
recycled materials by reducing odors andnew energy
reproducing colors and designs more easily.

2030

2050

CO 2 emissions reduction throughprocessing innovations
Reduction of production losses
Surfaceprocess
innovations

Easy recycling
technology

Technology
development
based on biomass
and non-petroleum
raw materials

CCUS*1,CCS*2*1 Carbon dioxide recovery, effective utilization and storage *2 Carbon dioxide recovery and storage

Initiatives for recycled plastics
In our work, we give priority to polypropylene (PP)materials, which are the most widely used polymer
material (excluding tires) in the entire vehicle. In using
recycled materials in automotive parts, which havehigh quality standards, we use bio-based materials(cellulose nanofiber: CNF, which is five times stronger
than steel), to increase the strength of the recycledmaterials, thereby enabling repeated recycling. In ourlatest initiative, Toyoda Gosei’s plastic recycling
technology has been adopted for use in the Lexus
ROV*, Lexus’ environmentally friendly off-road vehicle.

*Abbreviation for Recreational Off highway Vehicle. A concept vehicle
that aims to realize a lifestyle of enjoying driving while living inharmony with nature by stepping into places where even off-roadvehicles cannot go and coming into contact with nature while enjoying
excellent responsiveness and sounds that stimulate the five senses.
Incorporated technology: Plastic recycling technology (diagram of recycling automotive parts) * This example uses the manufacture of hoods and bumpers.
Conventional process Incineration (only heat is used in thermal recycling)
Strength of recycled material
improved by utilizing CNF

End-of-life vehicle
Parts recovery

ReclaimNew vehicle
Molding

Recycled material
from end-of-life vehicles

CNF

Enables repeated recycling (CNF does not lose its strength easily when heated and melted for reuse)

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Initiatives Supporting the Growth Strategy

Research and Development

Input chemicals to selectively
desulfurize only sulfur cross-links

Pulverized
vulcanizedrubberDesulfurization
reagent
Water injection(deodorization)

Deodorization

Water

Pulverization Desulfurization

Water*1 A new technology that can selectively desulfurize only thesulfur cross-links by using chemicals in the desulfurization
process of vulcanized rubber after pulverization.
*2 Recycled materials using technology to return rubber to raw
material by breaking molecular bonds in the recycling
process in order to make rubber elastic.

Recycling process using Toyoda Gosei’s chemical
desulfurization technology

Water

Initiatives for recycled rubber
We have been mass-producing desulfurized
recycled materials*1 for weatherstrips for morethan 20 years. To further expand the scope ofour recycling, we are working on thedevelopment of new chemical desulfurization
technology*2 for improving the quality ofdesulfurized recycled materials. This initiative
aims to selectively cut 100% of sulfur crosslinks by combining the conventional
desulfurization technology with a newly
developed reagent to dramatically improve thequality of the recycled material. This will greatly
expand the scope of recycling, not only forin-house use but also as a viable businessthrough sales of recycled materials to othercompanies, thereby contributing to industrywide efforts to reduce environmental burdens.

Exhaustfume
treatment
Coolingtank

Heating
RecycledrubberAiming to expand and develop businesses
in the recycling sector

New Business/Solution Development
We are strengthening our R&D operations to create innovative technologies, products, and services that will lead tosolutions to future social issues.
Based on our core technologies cultivated in automobiles and LEDs, we will accelerate innovation through cocreation activities with promising start-ups and industry-academia partnerships to provide new customer value andcreate new businesses.
Efforts to create new businesses
One of the priority issues in the 2030 Business Plan is“creating new businesses and products to serve as
new mainstays in the coming era,” and we have drawn
up a medium- to long-term growth strategy based onproviding solutions to social issues. We are building aportfolio of medium- to long-term R&D themes basedon a backcasting approach, breaking down social
issues into factors in three priority areas that we have
newly identified as targets and envisioning a futuresociety in which these issues have been resolved.
In order to create new value for our customers, weneed to take on a wide range of challenges that
Priority Areatranscend the conventional framework of research anddevelopment, from upstream materials in the supply
chain to midstream devices and downstream dataservices. We will work to create new value by providing
solutions that combine these elements.
In order to deliver this value to the market as quickly
as possible, in addition to advancing our own coretechnologies, we are actively pursuing alliances withindustry leaders, industry-academia partnerships, andpromising start-ups as efforts to compensate forshortcomings and accelerate development throughco-creation with other companies.

EnergySmart Homes

Healthcare

Expansion of renewable energy

Achieving of seamless electric
power society

Improvement of quality of life in
the era of 100-year life expectancy

Next-generation solar cells
Green hydrogen

Wireless power supply
GaN crystal substrate materials

Health condition sensing
Non-invasive POCT technology*

New delivered
value to customer

Research area
(example)* POCT: Point of Care Testing. Technology for immediate examination at clinical sites with minimal injury to the patient’s body (including assisted examination technology).

34About Toyoda Gosei

Value Creation Story

GaN crystal substrate materials
Many of the electronic devices that we use everyday
have switching devices to convert DC/AC power, andthere is a need to reduce CO2 emissions by improving
switching efficiency. Based on the GaN crystal growthtechnology that we have developed in the LED sector,
we are researching large GaN crystal substratematerials and GaN on GaN power devices, which are
next-generation semiconductors. We have beencollaborating with Osaka University for more than 10
years on substrate material research, and the joint
research on our proprietary crystal growth technology

R&D for achieving a hydrogen society
At Toyoda Gosei, we have been accelerating ourresearch and development for achieving a hydrogensociety, starting with the market launch of highpressure hydrogen tanks for FCEVs in 2020. In the
future hydrogen society, needs for hydrogen supply
will emerge not only in mobility-related fields but also
in various other fields, such as construction sites andhome use, and we will contribute to achieving ahydrogen society by expanding the scope of ourtechnological development from simply storing andusing hydrogen in the hydrogen value chain to eventransporting and producing hydrogen.
In the area of transporting technology, we areresearching and developing organic/inorganic
materials that selectively adsorb hydrogen to increase
the storage efficiency per volume of hydrogen tanks,
leading to the development of tanks that are morecompact and portable than conventional ones. This
R&D is being conducted as part of a NEDO-subsidized
project, and aims for early social implementation

Challenges of digital healthcare services
Japan, a society with the world’s longest healthy life
expectancy, is entering the era of 100-year life
expectancy, and there is a need to develop digital
healthcare technologies for pre-disease, prevention,and prognosis in order to extend people’s healthy lifespans. In particular, early detection of frailty and mild
dementia, which are signs that an elderly person may
require nursing care, is of great significance inextending healthy life expectancy, and there isacademic data showing that this is accurately
indicated through the gait of elderly people. Our
eRubber insoles have a built-in pressure sensor thatcan measure the center of gravity sway data of elderly
people when they walk, and in this way, we are taking
on the challenge of detecting pre-disease states byprocessing this data through AI.

Value Creation Strategy

Foundation of Value Creation

Data(MPS + FFC method) has produced world-leading
results on large-diameter, low-crystal-defect GaN
substrates. Through collaboration with industryleading companies and industry-academia partners in
the national project, we will
study the entire processfrom materials to devices
and application
demonstrations, aiming forearly implementation insociety.
6-inch GaN crystal substrate

through integrated development from materials
research to hydrogen tank implementation incollaboration with participating companies.
In the area of producing technology, research is being
conducted on photocatalytic materials that generate
green hydrogen by utilizing the natural energy ofsunlight, and on wavelength conversion materials forthe efficient use of sunlight. For the wavelength
conversion research, we are conducting joint researchwith universities using LED wavelength conversion
material technology as our core technology, and arechallenging basic research on the synthesis of new
fluorescent dyes.

Adsorbent
Left: Cross-sectional image of a hydrogen tank with hydrogen storage material inside
Right: Prototype of wavelength conversion material (SEM photograph)

In this research, we are participating in the Moonshot
R&D project of the Cabinet Office, and are implementing
efforts to improve the accuracy of data collection andanalysis through medical-engineering collaboration withthe university medical school, which is a partner in the
project. We are also conducting demonstration tests
with the general public in tie-ups with large-scalecommercial facilities and local governments toaccelerate development for social implementation.

Left: e-Rubber insole and measurement
application
Right: Demonstration test at acommercial facility

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Initiatives Supporting the Growth Strategy

Research and Development

Initiatives Supporting Activities
1. Intellectual Property Strategy
Toyoda Gosei’s intellectual property efforts andenhancing of strategic initiatives through IP
landscape (IPL)
Based on the premise of compliance with laws andcontracts, Toyoda Gosei has traditionally conducted
its intellectual property efforts based on the following
guidelines: (1) Acquisition, effective use, andmanagement of intellectual property rights based on along-term perspective; (2) Prevention of infringementof intellectual property rights by other companies andrespect for the intellectual property rights of othercompanies; and (3) Continuous improvement ofintellectual property skills of our engineers andstimulation of innovation.
In addition to these efforts, we contribute to
management and business through IPL initiatives, andfor this purpose, we established the IPL Project within
the Development Division. By discussing andimplementing strategic IP initiatives, we arestrengthening our intellectual capital, which is thesource of sustainable business growth.

Achievements in our past intellectual property
initiatives and number of patents held
In FY2022, we registered 255 new patents in Japanand 143 new patents outside Japan, bringing the total
number of our patents held to 2,567 in Japan and2,268 outside Japan at the end of the fiscal year. The
number of patents held is comprised of 60% in
automotive fields and 40% in non-automotive fields.
As a necessary input to realize the 2030 Business
Plan, we will properly manage these patents held andeffectively utilize them in a wide range of fields.
Number of patents held as of the end of FY2022
Japan

2,567

Outside Japan

2,268

Strategic IPL initiatives
In our IPL initiatives, we first select key technologies inline with our technology strategy, then set IP
investment KPIs (number of applications/patents held,etc.) and submit applications for differentiation
technologies and contribute to the launching of new
businesses.

In addition, we classify IPL initiatives into a forecast
IPL, which creates a patent network that can win
against competitors, and a backcast IPL, which
creates new topics and uses.

IPL initiatives for achieving the 2030 Business PlanAmong the delivered values cited in the 2030 Business
Plan, forecast IPL initiatives are directed toward safety
and comfort based on existing businesses, whilebackcast IPL initiatives are directed toward
decarbonization with the goal of creating new
businesses.
In the forecast IPL, as one example, we conduct athorough investigation of the current status of ourcompany and other companies within the scope of ourbusiness, determine the target areas for patentapplications to improve our business, and thenconduct a multifaceted and intensive application
process through invention discovery meetings andbrainstorming sessions.
The backcast IPL, on the other hand, combines
general information from specialized industry

36

magazines, motor show exhibits, and information on
the Web with intellectual property information, such as
patent information, to analyze patent information to
anticipate customer problems and make development
proposals, explore potential applications for our
technologies and propose ideas for new uses, andsearch for and select alliance partners that possess
important technologies, and in this way, we contributeto new business development through a variety ofactivities.
We will continue our efforts to acquire and effectively
utilize necessary intellectual property rights andintellectual property information in order to increase
corporate value in a sustainable way.

About Toyoda Gosei

Value Creation Story

Search and planning

Development

Backcast IPL

Forecast IPLCreate new
topics and uses

Create a patent network
capable of winningagainst other companies

point observation
1 Fixedof trends

define who
1 Clearly
competitors arefor new
2 Searchdevelopment themes

2 stronger than otherfor new uses for
3 Search
existing technology

3 Avoid patent infringement

Find topics/uses insteadof submitting patents

Create a patent network
for topics that havebeen issued

Obtain patents that arecompanies’ patents

Value Creation Strategy

Foundation of Value Creation

Mass production design andproduction preparations

Data

Mass production

Conventional IP efforts(1) Obtaining patents
Protect inventions created fromdevelopment as patents(2) Response to other companies’ patents
Examine other companies’ patents and avoid
patent infringement(3) Disputes and lawsuits
Negotiate in response to lawsuits(warnings) from other companies

2. Building Stronger External Partnerships
Co-creation with venture companies to create new value and develop human resources
Collaboration with innovative start-ups is
indispensable for creating new businesses based on
solutions to social issues. We launched our corporate
venture capital in 2019 with the aim of maximizing
strategic and financial returns, and have invested inand co-developed 18 companies to date.
For example, we are collaborating with Ossia, acompany with microwave-based long-distancewireless power transmission technology, with the aimof achieving a seamless power supply society freefrom electrical outlets in living spaces. This technology
uses radio waves to wirelessly charge various
electronic devices from a distance of several meters,
and we are developing high-frequency antennas,
rectifying elements, and control software for thistechnology.
In 2024, a prototype of a power transmitter designed
by Ossia and a prototype of a power receiver designedby Toyoda Gosei will be built, and a PoC (Proof ofConcept) demonstration of wireless powertransmission is planned in about 10 industries in the
North American market.
Furthermore, as one measure to develop innovative
human resources, we have established a system forsending staff to venture companies, and are working
to foster a culture that encourages the challenge ofcreating new businesses.

Left: Power transmitter jointly developed with Ossia
Middle: Prototype IoT surveillance camera with abuilt-in power receiver
Right: AA battery wireless power receiver

Message from Co-Creation Partner/Ossia Inc.
“Ossia’s mission is to create a world where the full potential of Cota Real
Wireless Power is ubiquitous,” said Doug Stovall, CEO of Ossia. “We arehonored to work with the industry leader, Toyoda Gosei, to deliver smart
wireless power and connectivity to devices across the world. Cota® is the
future.”Doug Stovall, CEO

Jennifer Grenz, CRO

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Initiatives Supporting the Growth Strategy

Manufacturing Innovations
TG Advanced Factory Concept
Even in the manufacturing field, where certainty isrequired, dreams are necessary for evolution. In orderto evolve together as one in these turbulent times, wehave established the TG Advanced Factory Concept,
which is also in line with our management philosophy.
We have drawn up a backcast vision (= dream) in linewith three concepts centered on “Smart.” Furthermore,by setting KPIs that serve as a common metric andclarifying our own capabilities and gaps, we will
formulate and steadily implement more concrete
strategies while keeping our eyes on the distant
dream. We will contribute to the realization of the 2030
Business Plan by continuing to evolve globally in asingle, straight-line direction that includes new plants
such as the new plant in South China and the Seto
plant expansion, as well as existing plants.

TG Advanced Factory Concept
Concept

What we want to be
What we aspire to be

KPI

End goal

LivelyFree people from heavy-duty
and mentally and physicallyexhausting work

Clean

Energyminimization

Integrity

Bringing the near
future within reach

Disasters,
Elimination ofcomplaints
human error Legal compliance

Smart

Sequential
production,
sequential delivery

Ultimate one-pieceflow manufacturing
process

People andmachines
Engagement
grow together
Carbonneutrality

CO2 emissions

Production
lead time

Strategies and Implementation in Line with Each Concept
Commitment to shortening production lead time:
Smart

Production lead time to be
shortened
CO2 emissions to be reduced

AI posturedetection

Data collection

Analysis

Digitization ofprocess
Feedback

Predictive maintenanceand prevention

Shipping

38

Assembly

By digitizing the entire intuitive process of human
work, it is possible to examine the entire process inadvance digitally. This makes it possible to eliminate
the mistakes caused by human error in advance.

Shipping

Major examples

Intermediate
inventory
Decorative
elements

Integrated into
molding process

Prevention through digital integration:
Integrity × Smart
Real manufacturing sites can be verified digitally. Bybringing the near future within reach, human error iseliminated from the factory.

Intermediate
inventory

Molding

Material

Molding

Material

Process integration can reduce intermediate inventory,
which is a bottleneck. Based on the concept of
integration into the molding process, which is our coretechnology, we have begun development of production
technology for applying decorative elements andassembly at the same time or in the same cycle as themolding process.

What wewant to be

Major examples

Production lead time

Current

Even though products may change, we will not change
our mission to deliver good products to our customers
when they are needed and in the quantity they need.
We have designated production lead time as our main
KPI, and we will pursue the ultimate one-piece flow
manufacturing process to thoroughly eliminate waste
and double productivity.

About Toyoda Gosei

Value Creation Story

Priority reduction through visualization of CO2
emissions: Clean × Smart
We provide a “CO2 field” utilizing our cost visualization
expertise. We visualize all CO2 emitted from factories
to strategically achieve carbon neutrality in factories.

Value Creation Strategy

Foundation of Value Creation

Example of energy reduction
Vantagein can vulcanization
point
process

Steam/gas
Air
Water

CO2 field

Major examples
We have begun process innovation, focusing on
processes that handle heat. Based on the results
shown in the CO2 field, we are taking on the challengeof reducing energy consumption in can vulcanization,
which has remained unchanged over the past
decades. Using simulation technology from Toyota
Central R&D Labs., Inc., we have succeeded in halving
the amount of steam required for replacement.

Data

Electricity

Extrusion

Can vulcanization
Conventional
methodPart of the air remains during
the discharge process,preventing a rise in temperature

Rooting
Current (Cross-sectional
method view)

Air
Requires 4 times
as much steam
as can’s capacity
to discharge air

Efficient discharge of
air by the developed
technology

Discharge port
50%
reduction

Evenly filled

Steam

Large cans to heat rubber

CO2 reduction: −110 tons

Guiding people to value-added work: Lively × Smart
We will install low-investment automated equipment
on a global scale to free people from heavy-duty andmentally and physically exhausting work that remains
in factories. We will shift the stage for human activity
to higher value-added areas, such as accident
prevention, maintenance of advanced equipment, andnew development. We will create factories where
everyone can work with machines with vigor andenthusiasm to achieve self-fulfillment.

Major examples
We are expanding our automation guidelines globallyto ensure effective governance of process creation,and strategically expanding the use of AGVs*1 andcollaborative robots. Based on the concept of CoE*2,
Toyoda Gosei (Thailand) Co., Ltd. plays a central role
as a global center of automation implementation.
*1 Automatic Guided Vehicle*2 Center of Excellence

Automation Example from Thailand Plant Message from President Tani of Toyoda Gosei (Thailand) Co., Ltd.
The Thai region has developed manual labor-intensive processes that take advantage of cheap labor costs,
but as labor costs continue to rise year after year, the need for automation has been increasing.
In such a changing environment, we are implementing low-cost and energy-saving smart automation thatutilizes our special karakuri technology.
We design and manufacture everything in-house except for robots, thereby accumulating in-house
expertise in low-cost automation, and we are also extracting product designs for automation and providing
feedback (applied to product drawings). This automation initiative is linked to improvements in initiatives
from the work source and how work is done.
These initiatives are being expanded globally with video, and we are receiving inquiries not only from Japanbut also from North America, India, Europe, and other countries, for viewing the initiatives on site and inperson. In March 2023, a mini-summit on robot automation in the ASEAN region was held, where not only
the top management from companies but also production engineers (actual practitioners) were able to see
the results, and operations have been started to have themhorizontally deployed.
In order to deploy the developed automation technology, wemust standardize the technology (convert to drawings anddata) and train human resources to complete the task, bothof which will be implemented in parallel.
We are planning to issue and deploy these initiatives fromThailand to the rest of the world to create a Toyoda Gosei
company that is even stronger in manufacturing.
President Tani instructing local staff

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