Sustainability Mid-Term Plan “STY2027”
TOYO Corporation has established the Sustainability Mid-Term Plan "STY2027" to enhance its sustainability initiatives, focusing on five key priorities:
- Contribution to innovation and industrial growth
- Promotion of environmental conservation
- Actualization of safe, secure, and fulfilling lives
- Fostering a diverse and talented workforce
- Establishment of a strong and sound management base
The company has identified specific themes for implementation and has set targets to be achieved by 2027 in order to fulfill these goals.
STY2027 Priorities and Initiatives
Contributing to technological innovation
| Theme | Targets for 2027 | KPI | FY Sep 2025 Achievements | |
|---|---|---|---|---|
| 1 | Supporting the development of advanced mobility | Contributing to the development of air mobility | 125% in related sales compared to 2024 | 40% |
| Contributing to the development of automated driving | 200% in related sales compared to 2024 | 84% | ||
| 2 | Promoting self-developed solutions | Releasing innovative self-developed products and new functions | Releasing self-developed products and new functions in areas such as mobility, decarbonization, telecommunication, and electromagnetic compatibility (EMC) | Developed and released various in-house products, including oil particle counters and battery evaluation systems. |
| 3 | Contributing to the realization of a safe and stable telecommunication environment | Providing solutions that enhance a safe and stable telecommunication environment | Launching new solutions to achieve a safe and stable telecommunication environment | Released a UE Simulator for the evaluation of the base station. |
| 4 | Contributing to solving social issues through digital transformation | Promoting digital transformation to contribute to industrial development | 400% in related sales compared to 2024 | 107% |
| Promoting digital transformation in the medical field | 150% in related sales compared to 2024 | 104% | ||
| 5 | Strengthening the structure to achieve high quality and high performance | Improving the quality of technical support | Achieving an overall average rating of 4.5 or higher on a 5-point scale of service/support survey results for technology | Overall Average Rating 4.78 |
| Providing calibration services that ensure quality | 150% in sales compared to 2024 | 124% | ||
Promoting Environmental Conservation
| Theme | Targets for 2027 | KPI | FY Sep 2025 Achievements | |||
|---|---|---|---|---|---|---|
| 1 | Promoting decarbonization business | Supporting the development of electric vehicles | 115% in related sales compared to 2024 | 126% | 138% | 141% |
| Advancing the establishment of a hydrogen society | 190% in related sales compared to 2024 | 156% | ||||
| Promoting blue carbon initiatives | 150% in related sales compared to 2024 | 142% | ||||
| 2 | Strengthening of Climate Change Initiatives | Promoting climate change measures and enhancing transparency through disclosure | Achieving an A-rating under the CDP | B | ||
| Reducing greenhouse gas emissions across the Group | Reducing GHG emissions (Scope 1+2) by 60% by 2030 (vs 2024), achieving net-zero by 2033 | Achieved a 15% reduction compared to 2024. | ||||
| 3 | Enhancing Circular Economy Initiatives | Proper management and disposal of waste throughout the group companies in Japan. | Ensuring proper disposal of waste | Achieved a 100% rate of proper disposal by correctly handling industrial waste during construction projects. | ||
| Reviewing and improving packaging materials | Switching to reusable plastic boxes from corrugated cardboard | Switched to using plastic corrugated boxes, which have a utilization rate of 27%. | ||||
Establishing a sustainable management foundation
| Theme | Targets for 2027 | KPI | FY Sep 2025 Achievements | |
|---|---|---|---|---|
| 1 | Strengthening risk management | Establishing a crisis management system for the group companies in Japan | Establishing business continuity plans for all domestic group sites and conducting periodic reviews | Created a comprehensive Business Continuity Plan (BCP) with external experts and performed disaster drills. |
| Ensuring compliance with ethics laws and regulations throughout the group | Eliminating the number of violations of laws and regulations within the group | Number of violations: 0 | ||
| Strengthening cybersecurity measures | Assessing cybersecurity risks | Developed a cybersecurity action plan. | ||
| 2 | Reinforcing the management foundation through digital transformation | Promoting digitalization of internal processes | Digitalizing seven internal processes that support the management foundation |
Achievements:
Not achieved:
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| 3 | Creating a work environment where a diverse range of human resources can actively contribute. | Fostering diverse human resources | Achieve a female manager ratio of 11% or more Maintain that career hires fill 50% of management positions Ensure 100% of male employees take parental leave |
Proportion of female managers: 9.3% Percentage of experienced hires for management positions. 56.4% Rate of paternity leave uptake.: 100% |
| Promoting health management initiatives | Obtain the "Certified Health & Productivity Management Outstanding Organizations" | Formulated and disclosed a Declaration of KENKO Investment for Health. | ||
Sustainability
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