Toyota Tsusho Corp. · TSE:8015
Toyota Tsusho — Investor Presentation (May 2026)
26 slides from Toyota Tsusho's investor presentation, May 8, 2026
Slide 1: To the Next Dimension 2028
0 To the Next Dimension 2028 2 nd year of Medium-Term Management Plan FY2027 FY2025〜FY2027 April 30, 2026 Toyota Tsusho Corporation
Slide 2: Quantitative Targets: Medium-Term Management Plan FY2027
1 To the Next Dimension 2028 | Quantitative Targets Medium-Term Management Plan FY2027 FY2025 FY2026 FY2027 NPAT 370.5 400.0 450.0 billion yen billion yen billion yen ROE 12.8％ 13.5％ 15％ or more Or more Cumulative 405.5 800.0 1.2 Investment billion yen billion yen trillion yen Total payout 34.2％ 195
Slide 3: To the Next Dimension 2028: To Enhance corporate value
2 To the Next Dimension 2028 | To Enhance corporate value Elevate each of our businesses to “the Next Dimension” to increase corporate value as a “uniquely competitive” Sogo Shosha ① Growth Strategy Related Indexes： Improvement of CAGR、ROIC、Investment amount profitability and capital efficiency Fina
Slide 4: Medium-Term Management Plan FY2027
3 To the Next Dimension 2028 | To Enhance corporate value Medium-Term Management Plan FY2027 FY25 Result FY26 Plan FY27 Medium plan NPAT 370.5 billion yen 400.0 billion yen 450.0 billion yen ① Growth Strategy Investment amount 405.5 billion yen 394.5 billion yen 400.0 billion yen Financial・Capital T
Slide 5: Growth Strategy: Accelerate growth across 4 uniquely competitive areas
4 1.Growth Strategy｜To the Next Dimension Phase Ⅱ Accelerate growth across 4 uniquely competitive areas 1. Expand the Africa business—aiming for triple growth— and scale into the Gondwana economic zone 2. Become the world’s No. 1 circular economy provider. 3. Lead to the next generation of mobility
Slide 6: Growth Strategy: Investment allocation across 4 uniquely competitive areas
5 1.Growth Strategy｜To the Next Dimension Phase Ⅱ Investment allocation across 4 uniquely competitive areas 〔Unit：Billion Yen〕 Core ① Gondwana ② Circular ③ Next ④ Renewable Business Economy Mobility Energy ・Expand automotive dealer in Africa 168.0 1,200.0 ・Green direct Expand reduced iron (DRI) 100.
Slide 7: Growth Strategy: Africa business aiming for x3 growth
6 1.Growth Strategy｜Africa business aiming for x 3 growth To achieve x 3 growth, accelerate investments in mobility, healthcare, and renewable energy Vehicle sales 400k 2025→2035 Aiming for (units) 300k （2030） x 3 growth 250K （2025） （2019） Pharmaceuticals 3.5 bn€ sales 2.3 bn€ (2030) 1.4 bn€ （2025）
Slide 8: Growth Strategy: Gondwana Economic Zone
7 1.Growth Strategy｜Gondwana Economic Zone Accelerate the “Gondwana Economic Zone” strategy—expanding beyond Africa ・Strengthen the global agriculture ・Strengthen Healthcare business ・Evolve toward a business model that value chain Accelerate entry into B to C in Southeast Africa integrates insuranc
Slide 9: Growth Strategy: Circular Economy Provider
8 1.Growth Strategy｜Circular Economy Provider Accelerate Growth through collaboration in the Global of Arterial-Venous business Post-Consumer End-of-Life Vehicle Arterial Venous In-Plant Collection Collection 市中回収 Recycling 廃車リサイクル Supply chain Supply chain Scrap collection operations for Metal scra
Slide 10: Circular Economy Provider: Toward becoming No. 1 in global
9 1.Growth Strategy｜Circular Economy Provider Toward becoming No. 1 in global, focus on high-value-added mobility Base metal resource recycling Metal and end-of-life Build a locally produced-and-consumed closed vehicle recycling business loop through business growth in North America, Europe, and Asi
Slide 11: Circular Economy Provider: Integrated recycled-material supply chain
10 1.Growth Strategy｜Circular Economy Provider Building an integrated recycled-material supply chain Resource recycling of Plastic・Rare Metal・Recycled aluminum alloy Produce high quality Recycling rare metals To analyze and sort resources waste plastics of recycle plastic from waste batteries and al
Slide 12: Next Mobility Electrification
11 1.Growth Strategy｜Next Mobility Electrification Achieve a stable supply of batteries through collaboration with global partners Resource recycling Resource (LG Energy Solution) Collaborate across the Establish a joint value chain—from venture with LG for an Electrification lithium feedstock devel
Slide 13: Next Mobility Intelligentization: SDV/connected business
12 1.Growth Strategy｜Next Mobility Intelligentization Accelerate the growth of the SDV/connected business ソフトウェア 半導体供給の強みを活かし、次世代モビリティを先導 ハード by leveraging strengths in semiconductor supply Sales Toward becoming a business- 2 architect trading company SoC/ECU trillion yen （2030） AI(VLA) Stable procu
Slide 14: Growth Strategy: Renewable Energy
13 1.Growth Strategy｜Renewable Energy Accelerate investment in renewable energy whose importance is increasing due to changes in the external environment and take the lead in carbon neutrality and building a sustainable society Create Collect, Optimize and Deliver Renewable power Battery storage Ene
Slide 15: Growth Strategy: Revision of business portfolio
14 1.Growth Strategy｜Revision of business portfolio Shift to the Next Dimension of growth investment by reviewing the business portfolio ・Identifying “businesses to Exit” ・Securing funding for growth investments ・Shift to Growth business Exit from business that have peaked Reviewing cross-shareholdi
Slide 16: Financial/Capital Strategy: Capital allocation
15 2.Financial・Capital Strategy｜Capital allocation Continuous “to make investments actively and provide returns to shareholders ” to achieve ROE15% Cumulative FY2025〜FY2027 Sale share of Toyota Industries Corp. Use leverage 0.2 trillion yen Shareholder Allocate funds to Unwind cross- return sharehol
Slide 17: Financial/Capital Strategy: Shareholder Returns Policy
16 2.Financial・Capital Strategy｜Shareholder Returns Policy In the period from FY25 to FY27, we aim to target a total payout ratio of 40% or more, including share repurchases, while maintaining a progressive dividend Share buyback (Billion yen) Plan to increase dividends Dividend amount (Billion yen)
Slide 18: Human Capital and Organization Strategy: People and Organization Mid-Term vision
17 3.Human capital and Organization Strategy｜ People and Organization Mid-Term vision Achieve “Brigade of 70,000 People” of Dimensional Ascension Thriving, Awakening Living Our DNA Organism Connect Unleash Our Autonomize Be Diverse Aspirations Potential & Harmonize & Innovative Safe & Secure Workpla
Slide 19: Human Capital and Organization Strategy: People and Organization
18 3.Human capital and Organization Strategy｜ People and Organization Mid-Term vision （2025）JPX-NIKKEI INDEX Human Capital100 Employee Engagement Environment 72％ (better than last year４pt ) 70％ (better than last year2pt ) Positive response rate in the Korn Ferry Engagement Survey Positive response r
Slide 20: People and Organization Middle-Term vision: Aiming to 8 areas
19 3.Human capital and Organization Strategy｜ People and Organization Middle-Term vision Aiming to 8 areas to realize “Awakening our DNA” and “Thriving, Living organism.” Direction of awakening & dynamism (outcomes) Human Capital Strategy (Input) ・ Hire talent whose Connect Aspirations Recruitment v
Slide 21: Sustainability Management: Consideration of external perspectives
20 4. Sustainability Management｜ Consideration of external perspectives Earned “high external recognition” and aiming for a further step up to the Next Dimension. Previous FY This FY 2nd S&P Top rank 15％ Top rank 15 ％ Among Trading Companies & （World） Distributors total 165 companies 7 th among Japa
Slide 22: Medium-Term Management Plan: Profit growth
21 Medium-Term Management Plan ｜Profit growth Aiming to achieve FY2027 targets, supported by steady growth in automobile production and sales, growth in the CE business, and expanding machinery demand from HEV plants, among other factors. NPAT [Billion Yen] ●ME+ ●CE ●SC ●MB ●GI ●DS ●LS ●AF 27.5 450.
Slide 23: Medium-Term Management Plan: ROIC target of each value
22 Medium-Term Management Plan｜ROIC target of each value Promote ROIC-based management and pursue returns above the cost of capital FY2024 FY2025 Target Nature Value 2.3% 2.4% 5.0%〜 Social Value 12.3% 9.3% 10.0%〜 Core Value 16.0% 17.7% 15.0%〜
Slide 24: Appendix
23 Appendix
Slide 25: NPAT: Medium-term Management Plan breakdown by division
24 NPAT｜Medium-term Management Plan breakdown by division 〔Unit：Billion Yen〕 FY2025 FY2026 FY2027 Compare Cumulative Forecasts % change with FY26 Metal＋（Plus） 43.1 44.0 +2% 47.0 +7% Circular Economy 44.8 51.0 +14% 70.0 +37% Supply Chain 52.8 55.0 +4% 60.0 +9% Mobility 63.9 69.0 +8% 74.0 +7% Green In
Slide 26: Inquiries
25 Inquiries Toyota Tsusho Corporation Finance Department. Investor Relations Group E-mail ttc_ir@pp.toyota-tsusho.com （Tokyo Head office） TEL 03-4306-8201 ◆ This presentation material contains forward-looking statements concerning the strategies, management plans, and other matters of Toyota Tsusho