Medium-Term Management Plan

In the Medium-Term Management Plan 2026-2028, with the aim of returning to a growth trajectory, the Teijin Group identified three key issues to be addressed: (i) Sustainable profit growth with Customer-Driven business, (ii) Establishing a high-quality profit base through structural reforms, and (iii) Strengthening the management system that supports Customer-Driven business. With unwavering determination, we will steadily implement measures to address these issues and enhance our corporate value.

Review of the Previous Medium-Term Management Plan (2024-2025)

To strengthen our core earnings power, we executed a company-wide transformation of our business portfolio with our purpose at the core. However, amid changes in the business environment affecting our materials-driven businesses, we fell short of our mid-term quantitative targets

*1Impact of impairment losses in the aramid and the pharmaceutical business

Toward Identifying a Business Model for Success

High-profit Fiber and Products Converting business and home healthcare business are built on Customer-Driven business models. We are shifting from a materials-driven approach grounded in product competitiveness to a Customer-Driven approach leveraging Teijin's distinctive strengths.

*1Working closely with customers to understand key issues and co-create solutions
*2Delivering solutions by combining technologies, services and partners to meet customer needs

Segment reorganization and positioning of each segment

To promote Customer-Driven business, reorganize segments by customer domain

Medium-term management plan 2026-2028 outline

Creating value together with customers in a Customer-Driven business

Growth Driver: Apparel & Industries

Achieve early realization of synergies from the business integration with Asahi Kasei Advance (the new company is scheduled to launch as "TA FRONTIER CO., LTD." ) and become the industry's market leader through promotion of horizontal integration

Growth Driver: Healthcare & Life Solutions

Starting from expanding the foundation through partnerships and M&A, develop new home medical products and services

Leveraging the strengths of the home medical care business infrastructure built as "a member of the team-based
medical care," expand into adjacent growth areas
Consider creating added value through enhanced collaboration and use of common foundations in closely related
fields of regenerative medicine and implantable medical devices

Establishing a high-quality profit base through structural reforms

Execute reforms by confronting the present without being bound by past large investments or initial strategies

Strengthening the management system that supports Customer-Driven business

A management system that supports deepening and transforming toward Customer-Driven business

Established technology strategy, DX/AX strategy, and human capital as pillars for strengthening the management system to flexibly respond to changes in the external environment and to promote alignment with customers, integration with technologies and partners, thereby fostering sustainable growth