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  2. Sustainability
  3. Management Policy / Business Strategy
  4. Value Creation Process

Value Creation Process

External Environment/Megatrends
  • Heightened geopolitical risks
  • Formation of
    economic blocs
  • Labor shortages and an aging society
  • Advancement of
    automation and
    robotization
  • Advancement of
    digital technology
  • Decarbonization
  • Recycling and conserving resources

Important capital for supporting growth

  • Financial Capital

    We drive greater shareholder returns through profitability enhanced by structural reform and growth investments and through strong cash flow generation.

  • Human Capital

    As we develop talent that can succeed across our global business, we are also enhancing the ways we grow digital talent that can make use of the latest technologies.

  • Manufacturing Capital

    By bolstering our production structure in each region to produce in areas of demand, we continue to build our brand by providing customers around the world with a stable supply of high-quality products.

  • Technology and Intellectual Capital

    We secure our competitive advantage through a thorough, customer-focused design cycle; adapting our core technologies to give rise to products and services with new and better functionality; and judicious management of our intellectual property rights.

Management policy
and business model

New Management Policy: Achieve an ROE Greater than 10% as Quickly as Possible
THK’s Value Chain
Material Issues

Outputs and
business activities

  • Revenue: ¥240.4 billion
    Operating income: ¥14.4 billion
    ROE: -21.7%
    DPS: ¥246
    CO2 emissions: 202,588 t-CO2
  • Industrial Machinery Business

    Machine Component Business

    • Products for machines
    • Products that adapt core technology for new business areas

    FA Solution Business

    • Mechatronic and modular products
    • IoT services

Outcomes

持続的な企業価値向上

*While this webpage displays our value creation process as something linear, moving in one direction from top to bottom, in practice, it is an ongoing, connected cycle of successive efforts.

*The 2025 revenue and operating income do not include the automotive and transportation business