Posco Holdings Inc. · KRX:005490
Posco — Investor Presentation (July 2026)
37 slides from Posco's investor presentation, Jul 30, 2026
Slide 1: POSCO HOLDINGS Value-Up Plan
POSCO HOLDINGS Value-Up Plan 30 Jul. 2026 Exhibit 99.1
Slide 2: Disclaimer
Disclaimer This presentation was prepared to release information to shareholders, investors, and the community pertaining to the company’s business outcomes, financial performance, and key operations. The financial and business statements provided in the presentation are based on data available at t
Slide 3: Contents
Ⅰ. Company Overview Ⅱ. Business Environment and Core Strategy Ⅲ. Value-Up Target Ⅳ. Investor Communication CONTENTS
Slide 4: Ⅰ. Company Overview
Ⅰ. Company Overview
Slide 5: Company Profile
2023 2024 2025 Revenue 77.1 72.7 69.1 Operating Profit 3.5 2.2 1.8 Net Profit attributable to Controlling Interest 1.7 1.1 0.7 2023 2024 2025 Asset 100.9 103.4 105.2 Liabilities 41.3 42.0 42.8 Equity 59.7 61.5 62.4 2023 2024 2025 EBITDA Margin 9.5 9.2 8.7 Net Debt to Equity Ratio 13.5 18.2 20.7 ROE
Slide 6: Key Business
Key Business 1) Include Steel, Rechargeable Battery Materials, infrastructure, and other sectors 2) Based on the sum of all transactions, including inter-company transactions, but excluding 'others' (23 companies including POSCO HOLDINGS) Listed Unlisted (As of 2025-end) Key Metrics2) Overview Asset
Slide 7: Ⅱ. Business Environment and Core Strategy
Ⅱ. Business Environment and Core Strategy
Slide 8: Key Shifts in Business Landscape
Geopolitical risks and trade barriers shake supply chains Stronger decarbonization efforts, e.g., electrification AI-driven Industrial Revolution The dynamic market conditions present opportunities to enhance our portfolio Structural change is essential for the business to respond to the increasingl
Slide 9: Evolution of Business Mix
Steel Materials Resources Contribute to national economic growth as a key material Prepare the basis for low-carbon, new mobility transition Drive supply chain facility in key industries In addition to Steel and Materials, we seek to extend our scope to include critical Resources, to serve as indust
Slide 10: Business Identity & Portfolio Strategy
As the national supplier of critical resources, POSCO group will build the Triple-Core Portfolio, comprised of Industrial, Strategic, and Energy Resources, to balance stability and growth and enhance the industrial supply chain. Business Identity & Portfolio Strategy Industrial Fundamental Core Stra
Slide 11: Core Strategy: ① Steel
Core Strategy : ① Steel
Slide 12: Steel: Overseas Growth Investment and Native Competence
Secure growth momentum and profitability in promising global markets Achieve technology-driven cost & product innovation and timely transition to carbon-reduced processes Overseas Growth Investment Native Competence With overseas growth investment and enhanced native competence, we will overcome the
Slide 13: Overseas Growth Investment
U.S. Louisiana EAF, mill to mill cooperation India POSCO-JSW JV Mill Indonesia Expansion of PT.KP, STS upstream process a virtuous cycle The outcomes of overseas investments will feed into our decarbonization efforts and R&D of high value-added products to boost native competence; hence, we will est
Slide 14: Enhanced Native Competence
Timely Decarbonization Develop carbon-reduction technology Operate HyREX demo plant Increase EAF production of high-end steel Cost Innovation Focus capacity on large process-wide projects Optimize facility to respond to market changes Drive energy independence, e.g., self-power generation Market lea
Slide 15: Core Strategy: ② Lithium + α
Core Strategy : ② Lithium + α
Slide 16: Lithium + α
Secure prominent assets and advanced technology to emerge as a top-tier global player Diversify product mix and build reliable supply chains Rare Earths Lithium CAM, AAM Expand supply chain of critical minerals, i.e., rare earths, rare and specialty gases Lithium + α We will step forth as the vital
Slide 17: Lithium
2026 2029 2030 2033 93 123 148 173 43 73 73 73 (unit : Kt) brine ore 100 50 50 75 42% 58% 2026 2033 100Kt 73Kt Operating surplus Ownership stake in Mineral Resources mines Brine Lithium Ore Lithium Our goal is to expand lithium production capacity to 173Ktpa and become a top 5 global supplier by 203
Slide 18: CAM & AAM
Build production system with Chinese partners leading the market (e.g.,CNGR) CAM NCM LFP 1) 1) LFP : Lithium iron phosphate battery 2) LDP : Lithium Dihydrogen Phosphate (LiH2PO4) Develop high value-add products (e.g.,Ultra Hi-Ni) to expand market share in strategic markets (e.g., North America) Lev
Slide 19: Recycling
* Resource recovered per 12Kt of black matter (BM): Nickel 2.7Kt, LC 2.5Kt, Cobalt 0.8Kt, Manganese 0.6Kt Recycling Capacity 2030 2035 12* 2026 32 72 (unit : Ktpa of black mass) Source raw materials and seek policy support with partners Timely entry into the global recycling ecosystem POSCO group’s
Slide 20: Rare Earths
Separation & purification, oxide production Mines and raw material production Permanent magnet production Rare Earth Full Value Chain Establish stake-based offtake structure linked to SE Asia mine operation Secure sustainable, tech-driven cost competitiveness Produce in North America and Europe with
Slide 21: Rare & Specialty Gases
Raw materials Crude POSCO Advanced Industry Semiconductors, aerospace Production Separation, refining, mixture [Specialty gas] TiCl4, SiCl4 [Rare gas] Xe, Kr, Ne POSCO Air Solution Chemgas Korea FEWM Est. in ’24 Shares: POSCO Holdings 75% Est. in ’05, acquired in ’25 Shares: POSCO 100% Est. in ’06,
Slide 22: Core Strategy: ③ Energy
Core Strategy : ③ Energy
Slide 23: Energy
Geopolitical risks are now a constant. By growing the LNG and renewable business, the company will boost self-sufficiency rate of energy resources and become a reliable supplier of sustainable energy. Energy LNG Expand value chain to maximize profit from LNG, the bridge fuel in the energy transition
Slide 24: LNG
Expand gas field assets Myanmar gas fields, Australian Senex project, Alaska LNG project Gas sales volume (Kt) Upstream Downstream Midstream Stronger global synergy in the Diversify business model Revamp of Incheon Plan 3&4, license for Gwangyang district power supply Capacity (GW) ’25 ’31 3.5 6.0 E
Slide 25: RE & Next-Generation Energy
Z * BESS : Battery Energy Storage System, a system that uses batteries to store power at scale Develop and operate low-risk projects with local partners Solar + BESS* Develop GW-level projects in regions that project high power demand growth, i.e., North America Z ’29 ’34 300 900 Combine affiliate c
Slide 26: Financial Strategy
Financial Strategy
Slide 27: Shareholder Return
Reduce Holding Company Discount Investment Strategy Investment Plan FY ’23~’25 Cash dividend KRW 2.3 tril. Treasury shares cancellation KRW 1.8 tril. (6.3% retired) Treasury shares cancellation Cash dividend 0.76 0.76* 1.52 1.82 1.06 0.76 FY23 FY24 FY25 (Apr. 2023~Mar. 2024) (Apr. 2024~Mar. 2025) (A
Slide 28: Shareholder Return Policy
35-40% of adjusted net profit attributable to controlling interest * Shareholder return ratio = (total dividend + treasury shares buyback & cancellation)/ net profit attributable to controlling interest × 100% FY ’26~’28 Target Shareholder Return Ratio : Stronger predictability of shareholder return
Slide 29: Reduce Holding Company Discount
Optimize shareholdings in key listed subsidiaries to around 50% by the end of ’27 Shareholding strategy Value enhancement of the holding company 10% of generated cash used to fund additional share buyback & cancellation (Monetize shares that exceed controlling interest to improve capital efficiency)
Slide 30: Boost Enterprise Value of Listed Subsidiaries
Boost enterprise value of listed subsidiaries Boost professional and responsible management of key subsidiaries Expand the free float ratio of listed subsidiaries for greater weight in global indices, e.g., MSCI ※ Market conditions and investor demand are considered in monetizing to minimize market
Slide 31: Investment Strategy
Investment policy RRR WACC 6.32% Business risk (α2) * ex. greenfield project +4.0% National risk (α1) * ex. Argentina +8.35% Adjustment in internal carbon price (α3) Hurdle Rate 6.32% + α Hurdle Rate is calculated by adding a risk premium, i.e., for national and business risks, carbon prices, to the
Slide 32: Investment Plan
’26-’28 MRO Investment 11.2 Growth Investment 16.7 Others * 1.2 Industrial Overseas steel KRW 6.7 tril. Domestic steel KRW 0.9 tril. (KRW 7.6 tril.) (KRW 4.1 tril.) (KRW 3.7 tril.) Strategic Energy LNG & renewables KRW 3.1tril Food and others KRW 0.4 tril. (KRW 1.3 tril.) New Engine Physical AI and
Slide 33: Ⅲ. Value-Up Target
Ill. Value-Up Target
Slide 34: Value-Up Targets
Seamless rollout of our business portfolio transformation and finance strategies will seek parallel growth in both value and volume, which will immediately translate into shareholder returns. ROIC (unit : %) * Consolidated basis 1.9 5.8 2025 2028 * Consolidated basis PBR 0.4 1.0 2025 2028 Revenue (u
Slide 35: IV. Investor Communication
IV. Investor Communication
Slide 36: IR Communication Plan
IR Communication Plan Board of Directors, C-level Enhance market trust by sharing quarterly business status and financial performance Direct engagement regarding governance transparency and ESG/strategic direction Independent Directors / C-Level IR CEO Investor Day (Korea, Overseas) Strengthen marke
Slide 37: Thank you
Thank you