We are pursuing solutions for social issues and improving our corporate value as a group in line with our Vision and Mission.
Vision
Mission
Based on our new medium-term management plan, TOCALO 2030, which was announced in May 2026, we have held numerous discussions on key issues we must address to realize sustainable growth and enhance corporate value.
Under TOCALO 2030, we are carrying forward the vision of the previous plan while adopting a new mission of “To continue being a company trusted by all stakeholders.” To realize this mission, we have identified six elements that support trust, as well as the governance that serves as their foundation, as materialities.
The Board of Directors determined the details of the materialities following discussions and deliberations with the Sustainability Committee.
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Materiality |
TOCALO 2030 Growth Strategy |
Related information |
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1.Technology |
Strengthening competitiveness by deepening and innovating proprietary technologies |
・Developing processes related to thin-film technologies such as PVD and CVD ・Ultra-high-precision processing utilizing laser processing machines ・Expanding into new manufacturing equipment (other than etching such as exposure equipment) ・Expanding new technologies and new domains ・Creating group synergies |
Surface modification technology′s ability to protect the future global environment |
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2.Goods and services |
Delivering valuable services that earn customer trust and continued preference |
・Promoting global expansion (US, Southeast Asia, and India) |
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・Deepening relationships of trust with customers ・Fostering next-generation pillars (Foster multiple earnings pillars that can become post- semiconductor buisinesses) ・Developing new markets (including thin-film technology, large-scale thermal spray products) |
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3.Environmental and Social Contribution |
Global Environmental Conservation and Harmony with Society |
・Continuous initiatives for environmental impact reduction and conservation |
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4.Manufacturing and Quality |
Delivering advanced, high-quality, and high-value-added products by enhancing skill levels and leveraging AI |
・Enhancing inspection capabilities, skills transfer, and reduction of human error through the use of DX, AI, and Sensor Technologies |
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・Enhancing a World-Class quality control system (PQP) |
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5.Safety |
Thoroughly enforcing the core principle: "Safety takes priority over everything" |
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6.Human Resources |
Fostering motivation and a challenging spirit, and improving employee satisfaction |
・Enhancing medium- to long-term human resource development plans ・Improving employee engagement ・Creating a fulfilling and rewarding workplace environment |
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7.Governance |
Enhancing medium- to long-term human resource development plans |
・Enhancing corporate governance ・Establishing a governance framework aligned with global standards ・Maintaining a strong financial foundation |
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Scope of KPIs: TOCALO Co., Ltd. (non-consolidated)
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TOCALO 2030 Growth Strategy |
KPI |
Fiscal 2030 goal |
Fiscal 2025 achievement |
Fiscal 2024 achievement |
Fiscal 2023 achievement |
Fiscal 2022 achievement |
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・Developing processes related to thin-film technologies such as PVD and CVD ・Ultra-high-precision processing utilizing laser processing machines ・Expanding into new manufacturing equipment (other than etching such as exposure equipment) ・Expanding new technologies and new domains ・Creating group synergies |
No. of patent applications |
40 / year |
37 |
32 |
40 |
33 |
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R&D Expense Ratio |
3% |
3% |
2.9% |
3.3% |
2.9% |
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TOCALO 2030 Growth Strategy |
KPI |
Fiscal 2030 goal |
Fiscal 2025 achievement |
Fiscal 2024 achievement |
Fiscal 2023 achievement |
Fiscal 2022 achievement |
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・Promoting global expansion (US, Southeast Asia, and India) |
Overseas Sales Ratio |
Consistently maintaining 30% or more |
35.5% |
30.1% |
28.2% |
23.3% |
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・Deepening relationships of trust with customers ・Fostering next-generation pillars (Foster multiple earnings pillars that can become post- semiconductor buisinesses) ・Developing new markets (including thin-film technology, large-scale thermal spray products) |
Order intake for environmental products ① Environmental and energy equipment ② Repair and recycled products |
① 3,500,000 thousand yen/year ② 7,500,000 thousand yen/year Total: 11,000,000 thousand yen/year |
① 1,270,743 thousand yen ② 6,624,869 thousand yen Total: 7,795,612 thousand yen |
① 2,033,977 thousand yen ② 7,157,632 thousand yen Total: 9,191,609 thousand yen |
① 1,913,372 thousand yen ② 7,229,650 thousand yen Total: 9,143,022 thousand yen |
① 1,326,935 thousand yen ② 6,401,027 thousand yen Total: 7,727,963 thousand yen |
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TOCALO 2030 Growth Strategy |
KPI |
Fiscal 2030 goal |
Fiscal 2025 achievement |
Fiscal 2024 achievement |
Fiscal 2023 achievement |
Fiscal 2022 achievement |
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Continuous initiatives for environmental impact reduction and conservation |
CO2 Emissions (Scope 1 & 2) [t-CO2] |
1,900 t-CO2 (Consolidated) |
15,948 t-CO2 |
17,386 t-CO2 |
17,958 t-CO2 |
16,600 t-CO2 |
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Waste recycling rate |
80% |
67.7% |
60％ |
48.6％ |
33.1％ |
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TOCALO 2030 Growth Strategy |
KPI |
Fiscal 2030 goal |
Fiscal 2025 achievement |
Fiscal 2024 achievement |
Fiscal 2023 achievement |
Fiscal 2022 achievement |
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・Enhancing inspection capabilities, skills transfer, and reduction of human error through the use of DX, AI, and Sensor Technologies |
No. of Automated Inspection and Data Input Systems Introduced |
5 or more /year |
4 |
11 |
4 |
8 |
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・Enhancing a World-Class quality control system (PQP) |
Completion Rate of E-Learning on PQP Topics |
100% |
－ |
－ |
－ |
－ |
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Number of QC Test Grade 2 Certified Individuals |
30 persons |
21 persons |
21 persons |
16 persons |
14 persons |
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KPI |
Fiscal 2030 goal |
Fiscal 2025 achievement |
Fiscal 2024 achievement |
Fiscal 2023 achievement |
Fiscal 2022 achievement |
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Severity rate of occupational accidents |
Aiming for zero |
0.010 |
0.031 |
0.10 |
0.03 |
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TOCALO 2030 Growth Strategy |
KPI |
Fiscal 2030 goal |
Fiscal 2025 achievement |
Fiscal 2024 achievement |
Fiscal 2023 achievement |
Fiscal 2022 achievement |
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・Enhancing medium- to long-term human resource development plans ・Improving employee engagement ・Creating a fulfilling and rewarding workplace environment |
Education Expense per Employee |
80 thousand yen |
69.7 thousand yen |
66 thousand yen |
75.8 thousand yen |
63.2 thousand yen |
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No. of Certified Skilled Workers (1) Thermal Spraying Technicians (2) Machining Technicians (Grade 2 or above) (3) Metal Heat Treatment Technicians (Grade 3 or above) (4) Certified Thermal Spraying Engineers / Managers |
(1)-(3): 270 persons / (4): 400 persons (Total: 670 persons) |
(1) 161 persons, (2) 70 persons, (3) 18 persons, (4) 328 persons (Total: 577 persons) |
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－ |
－ |
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Employee Engagement Score |
3.7 |
3.54 |
3.56 |
3.56 |
－ |
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3-Year Retention Rate of New Hires |
98% or more |
97.9% |
98.5% |
99.2% |
95.8% |
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Deviation Score in the Comprehensive Evaluation of the Health & Productivity Management Survey |
50 or more |
49.8 |
－ |
－ |
－ |
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Percentage of Female Full-Time Employees |
15% |
13.3% |
12.5％ |
12.2％ |
11.0％ |
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TOCALO 2030 Growth Strategy |
KPI |
Fiscal 2030 goal |
Fiscal 2025 achievement |
Fiscal 2024 achievement |
Fiscal 2023 achievement |
Fiscal 2022 achievement |
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・Enhancing corporate governance ・Establishing a governance framework aligned with global standards ・Maintaining a strong financial foundation |
FTSE ESG Rating （FTSE Russell ESG Score） |
3.8 |
3.5 |
3.5 |
2.8 |
2.3 |
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Ordinary Profit Margin |
22% or more |
25.2% |
23.2% |
20.7% |
22.9% |