Transforming for Global Growth and a Highly Profitable Business Model

「併せて、通期の同利益を従来予想の80億円→86億円(前期は86.1億円)に7.5％上方修正し、減益率が7.2％減→0.2％減に縮小する見通しとなった。」

「Against this operating backdrop, the Group is steadily implementing the medium-term management plan “TOPY Active & Challenge 2027.” Under the first basic policy, “improving profitability through structural reform of existing businesses,” the Group addressed immediate issues by advancing structural reforms, including improving the profitability of its U.S. business, and establishing sustainable sales prices. Under the second basic policy, “planting the seeds of growth businesses by leveraging core competencies,” the Group advanced initiatives including developing high-value-added products such as large-diameter ultra-lightweight aluminum wheels and forged aluminum wheels for commercial vehicles, strengthening cooperation with alliance partners in growing overseas markets, and upgrading its recycling business.」

「Against this operating backdrop, the Group is steadily implementing the medium-term management plan “TOPY Active & Challenge 2027,” whose basic policies are “improving profitability through structural reform of existing businesses” and “planting the seeds of growth businesses by leveraging core competencies.”」

「The Group launched its new medium-term management plan “TOPY Active & Challenge 2027,” covering fiscal 2025 through fiscal 2027. Its basic policies are “improving profitability through structural reform of existing businesses” and “planting the seeds of growth businesses by leveraging core competencies,” and the Group is working to enhance corporate value.」

「Against this operating backdrop, the Group is steadily implementing the medium-term management plan “TOPY Active & Challenge 2025,” which sets out 4 basic strategies: “promoting segment-based management,” “strengthening overseas profitability,” “strengthening the domestic business foundation,” and “contributing to decarbonization.”」

「Against this operating backdrop, the Group is steadily implementing the medium-term management plan “TOPY Active & Challenge 2025,” which sets out 4 basic strategies: “promoting segment-based management,” “strengthening overseas profitability,” “strengthening the domestic business foundation,” and “contributing to decarbonization.” As part of this, the Group is considering optimizing its business portfolio from the perspective of capital efficiency, including reviewing its global sites. It is also advancing optimization of the Group’s logistics structure through a project team addressing the “2024 problem” in the logistics industry.」

「Against this operating backdrop, the Group is steadily implementing the medium-term management plan “TOPY Active & Challenge 2025,” which sets out 4 basic strategies: “promoting segment-based management,” “strengthening overseas profitability,” “strengthening the domestic business foundation,” and “contributing to decarbonization.”」

「Against this operating backdrop, the Group is steadily implementing the medium-term management plan “TOPY Active & Challenge 2025,” which sets out 4 basic strategies: “promoting segment-based management,” “strengthening overseas profitability,” “strengthening the domestic business foundation,” and “contributing to decarbonization.” As part of this, the Group established an Overseas Business Strategy Department and is considering measures to strengthen alliances and develop new markets. It also introduced an internal carbon pricing system and is using it as one criterion for environmental investment decisions, thereby advancing efforts to strengthen its sustainable management foundation and achieve carbon neutrality.」

「Against this operating backdrop, the Group launched its new medium-term management plan “TOPY Active & Challenge 2025,” covering fiscal 2022 through fiscal 2025. The Group has established 4 basic strategies: “promoting segment-based management,” “strengthening overseas profitability,” “strengthening the domestic business foundation,” and “contributing to decarbonization,” and is steadily advancing measures to improve profitability by leveraging the business foundation built under the previous medium-term management plan.」

「Against this operating backdrop, the Group launched its new medium-term management plan “TOPY Active & Challenge 2025,” covering fiscal 2022 through fiscal 2025. The Group has established 4 basic strategies: “promoting segment-based management,” “strengthening overseas profitability,” “strengthening the domestic business foundation,” and “contributing to decarbonization,” and is steadily advancing measures to improve profitability by leveraging the business foundation built under the previous medium-term management plan. Under the new plan, the Group has also established measures based on its newly formulated basic sustainability policy, related policies, and materialities (key issues), and is working to promote sustainability management aimed at creating new value by leveraging the Group’s strengths and solving societal issues.」

「Against this operating backdrop, the Group launched its new medium-term management plan “TOPY Active & Challenge 2025,” covering fiscal 2022 through fiscal 2025. The Group has established 4 basic strategies: “promoting segment-based management,” “strengthening overseas profitability,” “strengthening the domestic business foundation,” and “contributing to decarbonization,” and is advancing measures to improve profitability by leveraging the business foundation built under the previous medium-term management plan. Under the new plan, the Group has also established measures based on its newly formulated basic sustainability policy and materialities (key issues), and is promoting sustainability management aimed at creating new value by leveraging the Group’s strengths and solving societal issues.」

「Against this operating backdrop, the Group decided to consolidate its domestic production sites for passenger-car steel wheels to establish an optimal production structure with appropriate supply capacity for domestic demand. It also steadily advanced various measures aligned with the medium-term management plan “Growth & Change 2021,” including the development and expanded sales of proprietary products that address customer and societal needs. In addition, the advanced metal sorting equipment constructed since the year before last to strengthen the steel recycling business was completed and commenced full-scale operations.」

「Against this operating backdrop, the Group worked to align production and sales with demand and improve earnings. It also continued considering the optimization of its group production structure in the automotive and industrial machinery components business and advanced various measures aligned with the medium-term management plan “Growth & Change 2021,” including the development and expanded sales of proprietary products that address customer and societal needs. In addition, the Group implemented measures looking ahead, including establishing a Sales Headquarters directly overseen by management to strengthen its sales capabilities and deciding to establish a Business Development Strategy Center to create new businesses by centrally and consistently managing the basic research and commercialization phases of new strategic products and technologies.」

「The Group implemented initiatives to improve profitability, including continuing the fixed-cost reductions undertaken as emergency profitability improvement measures in the previous fiscal year and establishing a Sales Headquarters in April of the current year as an organization directly overseen by management to strengthen its sales capabilities. In addition, it advanced various measures aligned with the medium-term management plan “Growth & Change 2021,” including the development and expanded sales of proprietary products that address customer and societal needs.」

「In addition, the Group worked to strengthen its sustainable ESG management platform by commencing construction of sorting equipment to advance steel recycling and obtaining EcoLeaf environmental labels for 6 steel products, which quantitatively disclose environmental information over the entire product life cycle. The Group thereby advanced the medium-term management plan “Growth & Change 2021.” During the first 3 quarters of the current fiscal year, demand recovered and earnings improved in the third quarter (October–December 2020), but the impact of the first half remained. Net sales were ¥161,030 million, down 20.5% year on year, and the Group posted an operating loss of ¥2,491 million, compared with operating profit of ¥3,881 million in the same period of the previous year.」

「In addition, the Group advanced initiatives including consideration of optimizing its group production structure in the automotive and industrial machinery components business and the development and expanded sales of proprietary products in the steel business, thereby advancing the medium-term management plan “Growth & Change 2021.” During the first half of the current fiscal year, amid a challenging operating environment, demand in the automotive and industrial machinery components business declined sharply. As a result, net sales were ¥97,419 million, down 29.0% year on year. In terms of earnings, regrettably, the Group posted an operating loss of ¥4,231 million, compared with operating profit of ¥2,325 million in the same period of the previous year; an ordinary loss of ¥3,927 million, compared with ordinary profit of ¥1,552 million; and a net loss attributable to owners of the parent of ¥4,226 million, compared with net income attributable to owners of the parent of ¥858 million.」

「During the first quarter of the current fiscal year, consolidated results were significantly affected by a sharp decline in sales volumes in the automotive and industrial machinery components business due to the economic slowdown in Japan and overseas. Net sales were ¥45,974 million, down 34.0% year on year; operating loss was ¥2,290 million, compared with operating profit of ¥1,140 million in the same period of the previous year; ordinary loss was ¥2,282 million, compared with ordinary profit of ¥1,164 million; and net loss attributable to owners of the parent was ¥2,238 million, compared with net income attributable to owners of the parent of ¥762 million.」

「The Group formulated and launched the medium-term management plan “Growth & Change 2021” (G&C 2021), covering fiscal 2019 through fiscal 2021. Through a series of medium-term management plans launched under the slogan “Growth & Change” from fiscal 2012, the Group has pursued “growth” globally and “transformation” into a highly profitable business structure. The long-term trends of expanding overseas demand and contracting domestic demand remain unchanged, and G&C 2021 is positioned as the final stage of G&C. Under the basic policy of “Completing G&C and preparing for the next stage of growth,” the Group will focus on improving the profitability of businesses expanded under G&C 2018 and seek to increase its ability to generate cash flow for the next stage of growth.」

「Against this backdrop, the Group launched the medium-term management plan “Growth & Change 2021” in the current fiscal year. With improving profitability and realizing group synergies as priority issues, the Group is working diligently on various measures centered on reducing fixed costs through such initiatives as reviewing its production structure.」

「Against this backdrop, the Group launched “Growth & Change 2021” in the current fiscal year, the final stage of a series of medium-term management plans aimed at “growth” globally and “transformation” into a highly profitable business structure. The Group is focusing on ① improving profitability, ② realizing group synergies, ③ expanding strategic products, ④ pursuing innovation, and ⑤ further strengthening its corporate foundations.」

「Against this backdrop, the Group formulated Growth & Change 2021, the final stage of the series of medium-term management plans under Growth & Change pursued since fiscal 2012 to achieve global growth and transformation into a highly profitable business, and began initiatives focused on ① improving profitability, ② realizing group synergies, ③ expanding strategic products, ④ pursuing innovation and ⑤ further strengthening its corporate infrastructure.」

「The Group formulated and launched Growth & Change 2021 (G&C 2021), a medium-term management plan covering fiscal 2019 through fiscal 2021. The long-term trends of expanding overseas demand and shrinking domestic demand remain unchanged, and G&C 2021 is positioned as the final stage of G&C. Under the basic policy of completing G&C and pursuing the next phase of growth, the plan focuses on improving the profitability of businesses expanded under G&C 2018 and increasing the ability to generate cash flow for future growth.」

「Against this backdrop, the Group is implementing Growth & Change 2018, its medium-term management plan. In the industrial machinery components business, it established a new track assembly line at Topy Industries Indonesia to meet rising demand for construction machinery in Southeast Asia, and began operations in November of the previous year.」

「Against this backdrop, the Group is implementing Growth & Change 2018, its medium-term management plan, toward its final objectives. In the steel business, it has worked to develop demand, including by beginning sales of TACoil, a new product designed to improve rebar-processing efficiency, as scheduled in October. It also began initiatives to realize synergies with the wholly owned steel wheel manufacturer リンテックス株式会社 and aluminum wheel manufacturer 旭テック株式会社.」

「Against this backdrop, the Group is steadily implementing Growth & Change 2018, its medium-term management plan, with the current fiscal year as its final year, aimed at sustainable growth and becoming a rewarding place to work. In the steel business, it completed construction of the production line and began trial operations ahead of the planned autumn launch of TACoil, a new product designed to improve rebar-processing efficiency. In the automotive and industrial machinery components business, it completed the acquisition of ATC Holdings Co., Ltd., the holding company of Asahi Tec Corporation, as a wholly owned subsidiary in May of the current year, in an effort to establish a new foundation for the global supply of aluminum wheels.」

「Against this management backdrop, the Group aims for sustainable business growth by steadily implementing initiatives under its medium-term management plan Growth & Change 2018, which covers the 3-year period from fiscal 2016, including accelerating the global expansion of the automotive and industrial machinery components business positioned as a growth driver, expanding product offerings based on proprietary steel business technologies, and pursuing new businesses such as crawler robots and synthetic mica.」

「Against this backdrop, the Group is steadily implementing the initiatives under the medium-term management plan Growth & Change 2018, aimed at sustainable growth and becoming a rewarding place to work. In the steel wheel business, it decided to modernize the Kentucky plant of Topy America, Inc. in the United States, where major global automakers operate production facilities. It also continued to consider making リンテックス株式会社 a wholly owned subsidiary and pursued improvements in production systems, productivity and costs through energy conservation and other measures.」

「Against this backdrop, the Group is steadily implementing the initiatives under the medium-term management plan Growth & Change 2018, aimed at sustainable growth and becoming a rewarding place to work. In the steel wheel business, it established a joint venture in India and accelerated its global expansion. In the steel business, it decided to sell TACoil, a new product consisting of deformed reinforcing bars wound into high-density coils to improve rebar-processing efficiency, and began construction of a dedicated production line.」

「Against this backdrop, the Group is implementing the medium-term management plan Growth & Change 2018, aimed at sustainable growth and becoming a rewarding place to work. As part of the plan, it decided to establish a joint venture with Wheels India Limited in India to manufacture and sell steel wheels for passenger vehicles, accelerating its global expansion. It also began renewing its core business systems to strengthen its corporate infrastructure. In addition, it continued efforts to review production systems in line with demand, improve productivity and reduce costs through energy conservation and other measures.」

「Against this backdrop, the Group launched the medium-term management plan Growth & Change 2018, aimed at sustainable growth and becoming a rewarding place to work. As part of the plan, it strengthened its strategic alliance with MW ITALIA S.R.L. in the steel wheel business and worked to expand production capacity at overseas industrial fastener facilities, accelerating its global business expansion. It also continued efforts to establish production systems aligned with demand, improve productivity and reduce costs through energy conservation and other measures.」

「Against this backdrop, the Group launched the medium-term management plan Growth & Change 2018, aimed at sustainable growth and becoming a rewarding place to work. As part of the plan, it strengthened its strategic alliance with MW ITALIA S.R.L., a steel wheel manufacturer with production sites in 7 countries, mainly in Europe, and accelerated its global business expansion, including by beginning to expand production capacity at its industrial fastener facility in Vietnam.」

「Against this backdrop, the Group launched the medium-term management plan Growth & Change 2018, aimed at sustainable growth and becoming a rewarding place to work. As part of the plan, it strengthened its strategic alliance with MW ITALIA S.R.L., a steel wheel manufacturer with production sites in 7 countries, mainly in Europe, and accelerated its global business expansion.」

「Against this backdrop, the Group formulated Growth & Change 2018 (G&C 2018), a medium-term management plan covering fiscal 2016 through fiscal 2018. Under the new medium-term management plan, it will continue to pursue global growth and transformation into a highly profitable business, position the automotive and industrial machinery components business as a growth driver, and seek sustainable growth by accelerating its global business expansion. It will also create new ways to apply its proprietary technologies and pursue new businesses.」