We are a comprehensive optical manufacturer of Opto mechatronics that commercializes customer needs from design and development.

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Mid-Term Management Policy

TOYOTEC Mid-term Management Policy

Be Leaders Towards 2030

Building on TOYOTEC’s more than 80-year history, we are driving new innovation to position both our company and each individual at the forefront of the market and our organization.To achieve this, every one of us is expected to take the lead through action.

FY2026 Key Themes

Speed / Insight / Strategic Thinking

lens

Medium-Term Management Plan: Key Initiatives

1

Through Optical & Precision Machinery Technologies

Become a company chosen by customers

2

Strengthening Our Management Foundation

Productivity, Cost, Inventory, and Talent

3

Quality, Environment, & Business Ethics

Establishing and adhering to our quality policy, environmental policy, and code of business ethics

4

Health Declaration

Promoting employee health and well-being through our Health Declaration

5

Action Toward Achieving the SDGs

Taking action to address social issues and contribute to the SDGs

1

Becoming a Company Chosen by Customers Through Optical and Precision Machinery Technologies

Defining Key Sales Actions

Defining key sales actions that drive value-added proposal activities from the customer’s perspective.

One-Team Sales Through Circle One

Advancing “Circle One” one-team sales, with all employees working together as members of the sales team.

Promoting Branding Initiatives

Strengthening branding initiatives to enhance awareness of TOYOTEC and share customer needs across the organization.

2

Strengthening Our Management Foundation Productivity, Cost, Inventory, and Talent

15%

Cost reduction and added value growth.

25%

Inventory reduction

Zero

Zero stagnant inventory

Cost Reduction Through IT and Efficiency Improvements

Setting cost reduction targets and promoting IT-driven efficiency improvements.

Capability Visibility and Multi-Skilling

Increasing visibility into individual capabilities while promoting job rotation and multi-skilling.

Inventory Optimization

Setting inventory targets, reducing stagnant inventory, and ensuring appropriate inventory levels.

Increasing Female Leadership

Promoting the appointment of women to department manager and team leader positions.
Compliance, Health, and Social Responsibility

3

Quality, Environment, & Business Ethics

Establishing and adhering to our quality policy, environmental policy, and code of business ethics

4

Health Declaration

Supporting employee health and well-being through our Health Declaration.

5

Action Toward Achieving the SDGs

Taking action to help address social issues and establishing a governance framework to support the achievement of the SDGs.

TOYOTEC Strategy

Markets Sensing Optics

Sensors Measurement Detection Recognition Identification Simulation
Industrial Machinery Agriculture Semiconductors Communications Medical Automation Robotics

Products

Specialized Lens Units for Imaging Systems (with optical specification design)

Projection Lens Units for LD, LED, and White Light Sources

Sensor LD Optical Units

LED Lens Units

Core Technologies
Optical Design (Geometrical Optics, Wave Optics, Illumination)

Precision Mechanical Design (Lens Units)）

Structural Analysis

Error & Reliability Analysis

Optical Unit Evaluation

Precision Lens Assembly

Be Leaders
Towards 2030

Optical Technology Precision Mechanical Technology

Core Technologies
Ultra-Precision Molding

Precision Molding

Flow Analysis & Correction

Thin-Film Design

Lens Polishing Equipment

Optical Performance Evaluation

Products
Glass Lenses (Spherical, Cylindrical)

Filters and Mirrors

Plastic Lenses (Aspherical, Freeform)

Plastic Optical Covers (AR/Hard Coating)

Hybrid Lenses

Precision Housings and Lens Barrels

Policies
Social Responsibility Sustainablity
Quality Policy Environmental Policy Code of Ethics SDGs BCP
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