Toa Corporation (construction) · TSE:1885
Toa Corporation (construction) — TOA — H1 FY2024 Earnings Presentation
30 slides from Toa Corporation (construction)'s earnings presentation, Nov 20, 2024
Slide 1: Term Ending March 2025, 2nd Quarter (Midterm) Financial Results Briefing Materials
Term Ending March 2025, 2nd Quarter（Midterm） Financial Results Briefing Materials November 20, 2024
Slide 2: Table of Contents
Table of Contents Summary of Financial Results for the Term Ending Outlook for the Term Ending Topics March 2025, 2Q（Midterm） March 2025 This document contains forward-looking statements regarding our plans, strategies and performance for the future. These statements are based on assumptions and bel
Slide 3: Summary of Financial Results for the Term Ending March 2025, 2Q (Midterm)
Summary of Financial Results for the Term Ending March 2025,2Q(Midterm) Summary of Financial Results for the Term Ending Outlook for the Term Ending Topics March 2025,2Q（Midterm） March 2025 ◼ Digest of Financial Results ◼ Summary of Financial Results ◼ Balance Sheet ◼ Cash Flow ◼ Situation by Busine
Slide 4: Digest of Financial Results for the Term Ending March 2025, 2Q (Midterm)
Digest of Financial Results for the Term Ending March 2025,2Q(Midterm) (Consolidated) ■ Orders received (Non-consolidated), net sales, gross profit, operating profit, ordinary profit, and profit all reached record highs for the first half of the fiscal year. Orders received (Non-consolidated) Net Sa
Slide 5: Summary of Financial Results (Consolidated)
Summary of Financial Results for the Term Ending March 2025,2Q(Midterm) (Consolidated) ■ Orders received(Non-consolidated)：Increased due to acquisition of several large-scale projects in Southeast Asia. ■ Net Sales：Increased due to steadily progress of large-scale projects. ■ Gross profit：Increased
Slide 6: Balance Sheet (Consolidated)
Balance Sheet (Consolidated) ■ Assets: Cash deposits decreased, Notes receivable・Accounts receivable from completed construction increased. ■ Liabilities: Notes payable, accounts payable for construction and borrowings decreased, advances received on uncompleted construction increased. ■ Capital ade
Slide 7: Cash Flow (Consolidated)
Cash Flow (Consolidated) ■ Operating CF : Decreased due to increase in trade receivables, decrease in notes and accounts payables ■ Investment CF : Despite the sale of investment securities, decreased due to the acquisition of fixed assets ■ Financial CF : Decreased due to repayment of borrowings, d
Slide 8: Situation by Business Segment (1): Domestic Civil Engineering Orders
Situation by Business Segment (1) Domestic Civil Engineering: Orders received (Non-consolidated) （Unit：billion yen） YoY 63.1 63.1 • We won design change orders for large projects during the previous midterm. • Orders for private projects increased during the current midterm. • Net sales were consist
Slide 9: Situation by Business Segment (2): Domestic Civil Engineering Net Sales/Gross Profit
Situation by Business Segment (2) Domestic Civil Engineering: Net sales/Gross profit (Non-consolidated) （Unit：billion yen） Net Sales Gross profit YoY 63.2 63.6 636 8.9 89 • Net sales were consistent with the previous 632 period as abundant projects on hand 7.6 76 continued to progress steadily as in
Slide 10: Situation by Business Segment (3): Domestic Building Construction Orders
Situation by Business Segment (3) Domestic Building Construction: Orders received (Non-consolidated) （Unit：billion yen） YoY 77.9 • We won orders for large projects in the field of logistics facilities during the previous midterm. 60.4 • Net sales decreased YoY as we prioritized making steady progres
Slide 11: Situation by Business Segment (4): Domestic Building Construction Net Sales/Gross Profit
Situation by Business Segment (4) Domestic Building Construction: Net sales/Gross profit (Non-consolidated) （Unit：billion yen） Net Sales Gross profit YoY 51.7 517 3.9 39 • Net sales increased substantially YoY as construction work progressed smoothly mainly in large projects in the field of logistic
Slide 12: Situation by Business Segment (5): Overseas Orders Received
Situation by Business Segment (5) Overseas: Orders received (Non-consolidated) （Unit：billion yen） YoY 43.8 • We won orders for several large projects in Southeast Asia during the current midterm. 26.4 Republic of Singapore: • Tekong district reclamation work (Part 4) • Tuas Port container berth (5 b
Slide 13: Situation by Business Segment (6): Overseas Net Sales/Gross Profit
Situation by Business Segment (6) Overseas: Net sales/Gross profit (Non-consolidated) （Unit：billion yen） Net Sales Gross profit YoY 259 25.9 1.4 14 22.7 • Net sales increased YoY as projects, 227 1.2 12 particularly large ones, progressed smoothly. • Gross profit was largely in line with the plan th
Slide 14: Major Completed Projects (Domestic Civil Engineering)
Major Completed Projects (Domestic Civil Engineering) Construction (improvement) of a pier (Central No. 2; −14 m) at the Fushiki Toyama Port (Shinminato District) (Phase 2) <Client: Hokuriku Regional Development Bureau, Ministry of Land, Infrastructure, Transport and Tourism> At the Fushiki Toyama P
Slide 15: Major Completed Projects (Domestic Building Construction)
Major Completed Projects (Domestic Building Construction) (Tentative Name) Construction work for the New UI Konan Logistics Center Plan Phase I Located in Shiga Prefecture, this building consists of a large, state-of-the-art logistics facility, serving as an important base for supporting regional lo
Slide 16: List of Major Orders Received Until Midterm
List of Major Orders Received Until Midterm Construction period Segments Project name Client name Formation (from the first to the last) Kobe Multiple Industrial Complex South Kobe City, Hyogo Prefecture JV Jul. 2024 Mar. 2029 District Development (Phase 1) Branch Line Construction Domestic Civil Bu
Slide 17: Outlook for the Term Ending March 2025
Outlook for the Term Ending March 2025 Summary of Financial Results for the Term Ending Outlook for the Term Ending Topics March 2025,2Q(Midterm) March 2025 ◼ Business Outlook(Consolidated) ◼ Forecast by Business Segments © 2024 TOA CORPORATION 17
Slide 18: Business Outlook for the Term Ending March 2025 (Consolidated)
Business Outlook for the Term Ending March 2025 (Consolidated) ■ Orders received (Non-consolidated) : Upward revision in all business segments. ■ Operating Profit : Upward revision due to the improvement of profitability on multiple large-scale projects, and expectation of steadily progress of proje
Slide 19: Business Outlook (1) Domestic Civil Engineering
Business Outlook (1) Domestic Civil Engineering (Non-consolidated) （Unit：billion yen） 110.0 Orders received 84.0 63.1 • Orders received are expected to increase by 26 billion yen compared to the initial forecast. Midterm results Initial Current Forecast Forecast （Unit：billion yen） Net Sales Gross pr
Slide 20: Business Outlook (2) Domestic Building Construction
Business Outlook (2) Domestic Building Construction (Non-consolidated) （Unit：billion yen） 800 80.0 Orders received 74.0 740 604 60.4 • Orders received are expected to increase by 6 billion yen compared to the initial forecast. Midterm results Initial Current Forecast Forecast （Unit：billion yen） Net
Slide 21: Business Outlook (3) Overseas
Business Outlook (3) Overseas (Non-consolidated) （Unit：billion yen） 78.0 780 Orders received 48.0 480 • Orders received are expected to increase by 43.8 438 30 billion yen compared to the initial forecast because we won orders for several large port projects in Southeast Asia. Midterm results Initia
Slide 22: Topics
Topics Summary of Financial Results for the Term Ending Outlook for the Term Ending Topics March 2025,2Q(Midterm) March 2025 ◼ Basic Policies of the Medium-term Management Plan (Repeated) ◼ Topics(1) Initiatives for Disasters ◼ Topics(2) Domestic Civil Engineering ◼ Topics(3) Domestic Building Const
Slide 23: Basic Policies of the Medium-term Management Plan (Repeated)
Basic Policies of the Medium-term Management Plan (Repeated) Along with advancing the existing business, accelerate the expansion of business domains and further strengthen the management base to realize our long-term vision. In addition, strengthen the management base to support business strategies
Slide 24: Topics(1) Initiatives for Disasters
Topics(1) Initiatives for Disasters Topic Initiatives for reconstruction after the 2024 Noto Peninsula Earthquake As a member of the Japan Dredging and Reclamation Engineering Association (a general incorporated association), in accordance with the disaster agreement with the Hokuriku Regional Devel
Slide 25: Topics(2) Domestic Civil Engineering
Topics(2) Domestic Civil Engineering Topic Successfully placing superstructure concrete employing the bottom forms produced using a 3D printer Using the 3D printer made by Polyuse Inc., which is engaged in all processes from research and technology focusing on the construction industry to the provis
Slide 26: Topics(3) Domestic Building Construction
Topics(3) Domestic Building Construction Topic Renewal of the “PPP/PFI (Public-Private Partnership/ Private Finance Initiative)” page of our website Presenting on our website the results of PPP/PFI projects in which we were and are involved Not only the projects that are currently in operation but a
Slide 27: Topics(4) Overseas
Topics(4) Overseas Topic We won orders for two large projects in the Republic of Singapore (as announced in July and September). We won orders for continued construction work in two places in Singapore: the Tekong district (reclamation) and the Tuas district (container berth construction). Outline o
Slide 28: Further Improve Shareholder Returns through Increased Dividends
Further Improve Shareholder Returns through Increased Dividends After taking into account the performance forecast and financial status for the current fiscal year, we raise dividend forecast by 13.5 yen from the previous forecast of 40.5 yen to 54 yen. ■ Dividend per share 54 (yen) 40 40.5 40 20 22
Slide 29: Progress of the Action Plan to Improve PBR
Progress of the Action Plan to Improve PBR ■ Aiming to improve PBR further by earning more profits and making shareholder returns more substantial ✓ Improving profitability further by making all-out efforts to ensure safety and quality management for abundant projects on hand and as we did last year
Slide 30: Contact
Contact © 2024 TOA CORPORATION 30