JTEKT Corporation · TSE:6473

JTEKT — FY2020 Earnings Presentation

63 slides from JTEKT's earnings presentation, May 19, 2021

  1. Slide 1: IR Presentation for Fiscal Year Ending March 2021: Medium-to long-term Business Plan

    IR Presentation for Fiscal Year Ending March 2021 Medium-to long-term Business Plan May 19, 2021 JTEKT Corporation 1 JTEKT CORPORATION

  2. Slide 2: Agenda

    I. Financial Results １．Results for Fiscal Year 2020, Ending March 2021 ２．Forecasts for Fiscal Year 2021, Ending March 2022 II. Medium-to long-term Business Plan １．JTEKT Corporation Reborn ２．Vision of 2030 ３．Mid-term business plan -FY2021~FY2023- Appendix 2 JTEKT CORPORATION

  3. Slide 3: Financial points

    Financial points １．Revenues are recovering globally, however the impact of the first quarter (April-June) is big, and sales decreased year-on-year for the full year (April-March). Net income was in the black for the full year (April- March) due to cost improvement, acceleration of fixed cost reducti

  4. Slide 4: 1-1) Consolidated Performance

    1-1） Consolidated Performance ■ Although the market environment is on a recovery trend, sales declined due to the large impact of 1Q (April-June). ■ The constitution is steadily improved due to cost improvement and cost reduction effects, etc., and a surplus in net income is secured. ( ):Ratio to Re

  5. Slide 5: 1-2) Quarterly Result Trend

    1-2）Quarterly Result Trend ■ Demand recovered after 2Q after bottoming out in 1Q, Although there was a shortage of semiconductors, the Fukushima prefecture offshore earthquake, and abnormal weather in North America toward the end of the fiscal year, 4Q secures sales on par with 3Q supported by incre

  6. Slide 6: 1-3) Business Profit Analysis

    1-3） Business Profit Analysis Unit：billions of yen 1Q ＋6.3 Earning structure 2Q ＋14.1 ＋45.2 3Q +10.2 4Q +14.6 1Q 11.6 2Q 11.5 3Q 9.2 1Q ▲0.3 4Q 5.1 2Q ▲0.4 Labor cost ＋15.3 +42.0 3Q ▲0.1 R & D expenses ＋11.5 Repair costs ＋5.6 1Q ＋4.5 4Q ▲0.3 other expenses +9.6 2Q ＋12.5 3Q ＋11.0 1Q ＋0.5 4Q +14.0 2Q

  7. Slide 7: 1-4) Results by Region

    1-4）Results by Region Sales revenue Business profit Unit：billions of yen [Rate of change] 20/3 21/3 Unit：billions of yen Ratio to Revenue 20/3 21/3 Currency Currency Increase / Increase / decrease difference decrease ▲67.6 difference Japan ▲1.2 ▲11.8 [▲11.2%] Japan ＋25.0 ▲92.6 ▲15.3% Europe ＋0.1 ▲2.

  8. Slide 8: 1-5) Result by Business

    1-5）Result by Business Sales revenue Business profit Unit：billions of yen [Rate of change] 20/3 21/3 Unit：billions of yen Ratio to Revenue 20/3 21/3 Currency Increase / Currency Increase / difference decrease ▲109.6 difference decrease % Steering ▲0.5 ▲13.4 [▲15.3%] Steering ▲8.2 ▲101.3 ▲14.1% Drive

  9. Slide 9: Agenda

    I. Financial Results １．Results for Fiscal Year 2020, Ending March 2021 ２．Forecasts for Fiscal Year 2021, Ending March 2022 II. Medium-to long-term Business Plan １．JTEKT Corporation Reborn ２．Vision of 2030 ３．Mid-term business plan -FY2021~FY2023- Appendix 9 JTEKT CORPORATION

  10. Slide 10: 2-1) Forecasts for Fiscal Year Ending March 2022

    2-1） Forecasts for Fiscal Year Ending March 2022 ■ Although costs will increase due to the stabilization of operations due to the recovery of demand, profits are expected to increase by continuing efforts such as cost improvement and fixed cost reduction. ■ Continue to work on improving the break-ev

  11. Slide 11: 2-2) Forecasts - Business profit Analysis

    2-2）Forecasts － Business profit Analysis Unit：billion of yen Implementation of medium- term management plan measures Cost Increase total ▲20.0 11 JTEKT CORPORATION

  12. Slide 12: 2-3) Forecasts - by Region

    2-3） Forecasts － by Region Sales revenue Business profit Unit：billions of yen [Rate of change] 21/3 22/3 Unit：billions of yen Ratio to Revenue 21/3 22/3 Currency Increase / Currency Increase / decrease difference decrease difference Japan ＋1.3 ＋10.4 ＋30.2 Japan - ＋30.2 ＋5.6% Europe ▲0.0 ＋4.7 [＋5.6%]

  13. Slide 13: Agenda

    I. Financial Results １．Results for Fiscal Year 2020, Ending March 2021 ２．Forecasts for Fiscal Year 2021, Ending March 2022 II. Medium-to long-term Business Plan １．JTEKT Corporation Reborn ２．Vision of 2030 ３．Mid-term business plan -FY2021~FY2023- Appendix 13 JTEKT CORPORATION

  14. Slide 14: 1. JTEKT Reborn

    1. JTEKT “Reborn” FY2021 is the first year of JTEKT Becoming Reborn! Get out of the low profit constitution and Get back to the strong JTEKT 1. True merger 2. Improve corporation among Toyota Group and JTEKT Group 14 JTEKT CORPORATION

  15. Slide 15: 1-1) True merger

    1-1) True merger  True Merger of “Koyo Seiko” and ”Toyoda Machine” Works makes JTEKT strong as “One JTEKT” Current 1. Each inherited business stands alone and seldom exchange 2. Unable to unify business structure 3. Leave overseas affiliated companies reorganized/restructured Future 1. Contribute B

  16. Slide 16: 1-2) Corporation among Group companies

    1-2) Corporation among Group companies  Further strengthening JTEKT by combining and utilizing the Group's strengths Strengths of JTEKT group ① Being a member of Toyota Group ② Consisting several business units ③ Having potential elemental ④ Enriched by variety of products and technologies technolo

  17. Slide 17: 1-2-1) Compete together with Toyota group

    1-2-1) Compete together with Toyota group  As a part of Toyota Group, we make a contribution to strengthen competitiveness in the chassis area  As only company dealing Bearing and Machine tools, we make a contribution to the Toyota group’s growth and global manufacturing Toyota Group Vehicle 4WD E

  18. Slide 18: 1-2-2) Multiple marketing

    1-2-2) Multiple marketing  Regardless of industry or group, shift from individual company sales to integrated group sales.  Respond to customer expectations by leveraging the Group's technologies, products, and sales network. JTEKT JTEKT Sales Steering・ Machine JTEKT Koyo Drivelines Bearings Seali

  19. Slide 19: 1-2-3) Develop brand new products

    1-2-3) Develop brand new products  Combining our technologies from a market perspective to provide customers with products that which fit their needs Customer needs; Social requirements; Small, Light weight, Highly efficient Safety, Environmental, Convenient, Comfortable JTEKT’s strength are rich e

  20. Slide 20: Agenda

    I. Financial Results １．Results for Fiscal Year 2020, Ending March 2021 ２．Forecasts for Fiscal Year 2021, Ending March 2022 II. Medium-to long-term Business Plan １．JTEKT Corporation Reborn ２．Vision of 2030 ３．Mid-term business plan -FY2021~FY2023- Appendix 20 JTEKT CORPORATION

  21. Slide 21: 2. Long-term plan - Vision 2030

    2. Long-term plan -Vision 2030-  Utilizing the seeds of the JTEKT Group and collaborating with the Toyota Group to win in new areas  To achieve further business growth, strengthen the competitiveness of existing business 2030 Water resistant bearings, Sales Solving Hydrogen society products for FC

  22. Slide 22: Agenda

    I. Financial Results １．Results for Fiscal Year 2020, Ending March 2021 ２．Forecasts for Fiscal Year 2021, Ending March 2022 II. Medium-to long-term Business Plan １．JTEKT Corporation Reborn ２．Vision of 2030 ３．Mid-term business plan -FY2021~FY2023- Appendix 22 JTEKT CORPORATION

  23. Slide 23: The position of FY2021 mid-term business plan

    The position of FY2021 mid-term business plan 23 JTEKT CORPORATION

  24. Slide 24: 3-1) The position of FY'21 mid-term business plan

    3-1) The position of FY’21 mid-term business plan FY’21-’23 1st stage The 1st year of JTEKT becoming Reborn 4 key words ① Strengthen competitiveness ② Seeding for the future ③ Strengthen management foundation ④ Development of structures and HR FY’24-’26 2nd stage Growth of existence business and rai

  25. Slide 25: Four key approaches

    Four key approaches 25 JTEKT CORPORATION

  26. Slide 26: 3-2-1) Strengthen competitiveness

    3-2-1) Strengthen competitiveness  Restoring lost competitiveness should be a top priority.  Strengthen competitiveness in all areas of price, performance, quality, and ability to respond. The source of “competitiveness” Thorough Differentiation cost reduction for customers “No.1” “Only One” What

  27. Slide 27: 3-2-2) Seeding for the future

    3-2-2) Seeding for the future  Invest the cash gained by pursuing “high quality products with competitive price” in growth areas Seeding for the future Important goals in 1st stage (FY’21-’23) Pursue further Turn “seeds” Development “good products, low prices” into growth business of new areas Key

  28. Slide 28: 3-2-3) Strengthen management foundation

    3-2-3) Strengthen management foundation  Still in a “flabby” state → toward a lean corporate structure  Mid-term target：break-even point ratio 80％※ ※vs ’FY19 sales revenue business profit 100 billion yen 1st stage 2nd stage 3rd stage Growth of existence business and Harvesting and leaping Strength

  29. Slide 29: 3-2-4) HR development

    3-2-4) HR development  Thoroughly implement “JTEKT’s version of the basic principles of TQM”, like Chinese medicine treatment.  To be a company that continues to make “kaizen” for the sake of the earth, the world, and our customers JTEKT’s version TQM activities of the basic principles of TQM Deve

  30. Slide 30: Business strategy

    Business strategy 30 JTEKT CORPORATION

  31. Slide 31: 3-3-1) Organizational revision

    3-3-1) Organizational revision  To enable more accurate and speedy response to customer needs, we will make organizational revision from product-specific to market- specific.(embodying the market-in concept)  Aftermarket Business Unit will be newly established in order to make the aftermarket, whe

  32. Slide 32: 3-3-2) Automotive Business Unit Strategies

    3-3-2) Automotive Business Unit Strategies  Development of competitive next-generation EPS and transformation from a contracting-oriented to a proposal-oriented business  Establish a position as a chassis system supplier. Strengthen Transform to a proposal-oriented competitiveness of EPS business

  33. Slide 33: 3-3-3) Industrial & Bearings Business Unit Strategies

    3-3-3) Industrial & Bearings Business Unit Strategies  Maintain the improved structure in FY2020 and do not let it rebound.  Strengthen competitiveness and contribute to other businesses and the Toyota Group Maintain the structure Contribute to JTEKT Group and strengthen competitiveness Customer F

  34. Slide 34: 3-3-4) Machine Tools & System Business Unit Strategies

    3-3-4) Machine Tools & System Business Unit Strategies  Strengthen competitiveness and expand sales of No.1 cylindrical grinding machines  Expanding the target market and pursuing good products at low prices Expanding the target market Pursuing good products at low prices Focus on large customers

  35. Slide 35: Restructuring

    Restructuring 35 JTEKT CORPORATION

  36. Slide 36: 3-4) Restructuring - Progress in FY2020

    3-4) Restructuring -Progress in FY2020-  Remove the lesion by “Surgical treatment” and improve the condition by “Medical treatment”.  To regain “a healthy body”, further sublimate and consolidate these activities during the mid-term plan. Surgical treatment ＜Activities for FY2020＞ ＜Activities duri

  37. Slide 37: 3-4) Restructuring - the number of subsidiaries and affiliates

    3-4) Restructuring - the number of subsidiaries and affiliates- Total: 138 companies (including sub-subsidiaries)* China 28companies North America Europe/Africa 19companies automotive：11 26companies automotive：11 bearings：7 automotive：11 bearings：5 machine tools：5 bearings：5 machine tools：2 Others ：

  38. Slide 38: 3-4) Restructuring in Overseas

    3-4) Restructuring in Overseas  Turn the bearing business profitable in 2021 and the automotive business profitable in 2024.  Proceed without sanctuary in terms of business units, subsidiaries, regions, etc. Select and concentrate Utilize LCC ・selection Consolidate bases ・concentration ・Eastern Eu

  39. Slide 39: DX/Carbon Neutral

    DX/Carbon Neutral 39 JTEKT CORPORATION

  40. Slide 40: 3-5-1) Digital Transformation

    3-5-1) Digital Transformation  Reduce the “work” of staff and enable them to produce “high-value- added output that requires intelligence” in a timely manner. (unify the structure) Achieve by 2030 through DX Improve business efficiency/Good product, low price Maximize productivity Strengthen sales

  41. Slide 41: 3-5-2) Carbon Neutral

    3-5-2) Carbon Neutral  Japanese Government declares “Carbon Neutral by 2050”  JTEKT will be driven by the following milestones FY2040：Achieve zero CO2 emissions for the entire JTEKT Group. FY2050：Achieve zero CO2 emissions for all products, including those from suppliers ※Exceed the FY2025 target

  42. Slide 42: 3-5-2) Carbon Neutral - Utilization of H2

    3-5-2) Carbon Neutral –Utilization of H2 –  To achieve Carbon Neutral, hydrogen is stored, used, converted to electricity, and utilized. Store：Install hydrogen tanks and hydrogen stations. Use： Purchase of fuel cell forklift trucks and switch to FCEVs company vehicles. Convert to Electricity：Use FC

  43. Slide 43: Agenda

    I. Financial Results １．Results for Fiscal Year 2020, Ending March 2021 ２．Forecasts for Fiscal Year 2021, Ending March 2022 II. Medium-to long-term Business Plan １．JTEKT Corporation Reborn ２．Vision of 2030 ３．Mid-term business plan -FY2021~FY2023- Appendix 43 JTEKT CORPORATION

  44. Slide 44: 1-1) Inventories / Interest-bearing debt, Cash reserves

    1-1）Inventories／Interest-bearing debt・Cash reserves Inventories Interest-bearing debt・Cash reserves Inventory turnover month Left bar Interest-bearing debt NET DE ratio Right bar Cash reserves 1.6 1.8 0.38 1.4 1.4 1.4 0.29 0.29 0.30 Unit：billion of yen 0.24 190.8 328.1 183.6 182.8 175.0 Unit：billion

  45. Slide 45: 1-2) Cash flows / ROE, ROA

    1-2）Cash flows／ROE・ROA Cash flows ROE・ROA Unit：billion of yen Free C/F ROE ROA 31.2 39.2 27.6 0.9 ▲29.4 10.1 Upper row Sales C/F 9.7 Lower row Investment C/F 99.2 100.0 103.0 91.7 62.3 4.3 4.6 4.2 1.9 ▲0.3 0.2 ▲0.7 0.1 ▲52.5 ▲68.0 ▲75.3 ▲99.0 ▲91.7 FY2016 FY2017 FY2018 FY2019 FY2020 FY2016 FY2017 FY

  46. Slide 46: 2) Changes in fixed costs

    2）Changes in fixed costs Depreciation and Research and Capital expenditures amortization development expenses Unit：billion of yen Unit：billion of yen Ratio to Revenue Unit：billion of yen 4.6% 4.2% 4.2% 4.1% 3.8% 75.2 75.0 66.6 66.9 64.6 63.0 64.0 63.6 64.7 56.1 55.2 57.0 55.0 52.1 50.7 FY2017 FY2018

  47. Slide 47: 3-1) Consolidated Statements of Financial Position

    3-1）Consolidated Statements of Financial Position Assets Liabilities and equity Unit：billion of yen Unit：billion of yen Increase / Liabilities and Increase / Assets 20/3 21/3 21/3 22/3 decrease equity decrease Cash and cash Trade and other 134.8 118.6 ▲ 16.2 272.5 286.6 +14.0 equivalents payables Tr

  48. Slide 48: 3-2) Consolidated Statements of Income / Cash flow statement

    3-2）Consolidated Statements of Income ／ Consolidated cash flow statement Consolidated Statements of Income Consolidated cash flow statement Unit：billion of yen Unit：billion of yen Increase / Increase / 20/3 21/3 20/3 21/3 decrease decrease Salea revenue 1,418.8 1,246.2 ▲ 172.6 Cash flows from 62.3 9

  49. Slide 49: 4-1) Quarterly Result Trend - Japan

    4-1）Quarterly Result Trend－Japan Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 161.6 7.3% 155.4 153.4 153.1 4.5% 3.2% 2.5% 11.1 144.9 143.3 1.9% 1.3% 1.7% 139.4 6.9 4.9 2.7 3.6 2.4 2.1 91.6 ▲22.1% ▲20.3 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2019

  50. Slide 50: 4-2) Quarterly Result Trend - Europe

    4-2）Quarterly Result Trend－Europe Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 0.9% ▲1.0% ▲1.6% ▲2.0% ▲3.5% ▲4.0% ▲4.0% 57.2 46.0 47.9 46.1 46.3 46.1 0.4 ▲0.5 ▲0.7 39.4 ▲1.6 ▲1.8 ▲1.5 ▲0.9 18.9 ▲5.1 ▲27.0% 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY

  51. Slide 51: 4-3) Quarterly Result Trend - North America

    4-3）Quarterly Result Trend－North America Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 3.5% 3.2% 78.8 2.9% 72.7 1.4% 1.1% 68.7 72.7 0.4% 0.8% 68.4 68.5 70.2 2.3 2.2 2.2 1.0 0 0.2 0.5 32.1 ▲20.2% ▲6.5 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2019 FY

  52. Slide 52: 4-4) Quarterly Result Trend - China

    4-4）Quarterly Result Trend－China Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 11.2% 10.4% 10.0% 9.3% 9.5% 8.3% 7.2% 4.7 45.7 3.7 3.7 42.3 3.3 3.5 3.4 39.6 38.1 37.2 2.7 33.8 33.4 20.7 ▲0.0 ▲0.3% 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2019 FY2020

  53. Slide 53: 4-5) Quarterly Result Trend - Asia & Others

    4-5）Quarterly Result Trend－Asia & Others Sales revenue Business profit Unit：billion of yen ● Ratio to Revenue Unit：billion of yen 12.7% 10.4% 8.2% 8.1% 7.6% 6.5% 5.8% 6.9 5.1 54.9 4.2 52.0 49.1 3.6 3.7 47.5 46.4 46.4 3.0 2.1 37.9 15.2 ▲22.9% ▲3.4 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY201

  54. Slide 54: 4-6) Quarterly Result Trend - Mechanical components

    4-6）Quarterly Result Trend－ Mechanical components Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 6.3% 4.9% 2.6% 2.3% 2.1% 20.5 1.6% 325.0 0.7% 16.2 315.1 330.6 326.5 311.9 305.3 289.6 8.3 7.2 6.6 4.6 1.9 169.2 ▲17.0% ▲28.7 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q

  55. Slide 55: 4-7) Quarterly Result Trend - Machine tools and others

    4-7）Quarterly Result Trend－Machine tools and others Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 9.1% 8.1% 7.0% 5.9% 4.7% 4.9% 0.6% 44.5 42.4 4.0 37.4 36.2 36.9 35.2 3.0 2.9 32.6 ▲5.6% 2.1 26.0 1.6 1.7 0.1 ▲1.4 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q

  56. Slide 56: 4-8) Quarterly Result Trend - Steering

    4-8）Quarterly Result Trend－Steering Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 6.4% 4.6% 190.1 3.9% 3.6% 3.7% 183.8 179.9 182.9 177.7 1.5% 2.2% 164.0 11.3 157.6 8.5 7.3 6.5 6.7 3.4 2.4 88.1 ▲16.1% ▲14.2 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2

  57. Slide 57: 4-9) Quarterly Result Trend - Drivelines

    4-9）Quarterly Result Trend－Drivelines Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 6.8% 6.3% 3.9% 2.3% 0.4% 1.5% 1.2% 3.5 52.3 50.7 3.2 47.5 1.7 45.6 38.0 38.5 36.3 0.8 0.5 0.5 0.1 25.2 ▲23.1% ▲5.8 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2019 FY2

  58. Slide 58: 4-10) Quarterly Result Trend - Bearing

    4-10）Quarterly Result Trend－Bearing Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 6.1% 4.4% 5.9 0.1% 0.6% ▲0.6% 4.1 ▲0.7% ▲1.1% 96.8 96.7 92.6 93.7 94.4 97.9 86.3 0.5 0.0 ▲0.6 ▲0.5 ▲0.9 55.8 ▲15.6% ▲8.7 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2019

  59. Slide 59: 4-11) Quarterly Result Trend - Machine tools

    4-11）Quarterly Result Trend－Machine tools Sales revenue Business profit Unit：billion of yen Unit：billion of yen ● Ratio to Revenue 10.6% 9.2% 7.1% 8.4% 6.3% 5.5% 1.3% 44.1 42.3 4.6 ▲4.1% 36.8 36.8 35.5 3.5 34.7 32.4 3.3 2.6 25.6 2.2 1.9 0.4 ▲1.0 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q FY2019

  60. Slide 60: 5-1) Business profit Analysis - Steering / Drivelines

    5-1）Business profit Analysis－Steering／Drivelines Unit：billion of yen Earning structure ＋8.7 Steering ▲1.4 +10.6 Unit：billion of yen Earning structure ＋5.7 +3.7 +1.1 Drivelines 60 JTEKT CORPORATION

  61. Slide 61: 5-2) Business profit Analysis - Bearing / Machine tools

    5-2）Business profit Analysis － Bearing／Machine tools Mechatronics Business Units Unit：billion of yen Earning structure ＋22.4 +1.1 ▲0.9 Bearing +19.4 Unit：billion of yen Mechatronics Business Earning structure ＋8.6 Machine tools Units +0.1 +1.1 ▲0.7 61 JTEKT CORPORATION

  62. Slide 62: 6) Return to Shareholders

    6）Return to Shareholders Dividend payout ratio (%) 61.2 685.2 41.1 39.5 17.7 26.9 26.3 27.4 29.6 30.3 29.7 32.3 13.50 Shareholders - - - 30% Return to Upper row Year-end dividend 42 42 43 44 Unit：yen per share 38 Lower row Interim dividend 34 21 21 22 22 24 16 19 17 18 20 16 16 16 16 16 13 11 10 6 9

  63. Slide 63: 7) JTEKT's materiality (important issues)

    7） JTEKT’s materiality (important issues) Related SDGs 1. Contribute to safe, secure and comfort life - Turning solution for all motilities - Safe automation/labor-saving for various works and services - Life and care support for aging society solved through business Social challenges to be 2. Prote

JTEKT — FY2020 Earnings Presentation on 6ix