Ihi Corporation · TSE:7013
Ihi — Investor Day (June 2026)
67 slides from Ihi's investor day presentation, Jun 2, 2026
Slide 1: Regarding Presentation Materials for Investor Day
(English Translation) June 2, 2026 To whom it may concern, IHI Corporation 3-1-1 Toyosu, Koto-ku, Tokyo Hiroshi Ide, Representative Director, President, and Chief Executive Officer (Securities Code: 7013) Contact: Keiichi Sakamoto, General Manager of Corporate Communication Division Phone: +81-3-620
Slide 2: Opening Remarks
Attachment 1 Investor Day Materials Opening Remarks June 2, 2026 Hiroshi Ide President and Chief Executive Officer © IHI Corporation All Rights Reserved.
Slide 3: Key Message for Today
Key Message for Today • May 8 : ”Medium-to- Longer Term Direction” and “Roadmap toward Medium-to Long- Term” • Today : Growth Strategy for each business Technology Strategy Further strengthen technologies that are difficult to replicate and serve as barriers to entry Growth Business Drive signif
Slide 4: Management Direction Toward 2040
May 8, 2026 Presentation on Financial Report of 2025 Management Direction Toward 2040 (Reproduced) IHI has tackled critical challenges since its founding at the industrial as well as national levels through technology, contributing to the safety, security, and prosperity of people in each country
Slide 5: Roadmap toward Medium- to Long-Term
May 8, 2026 Presentation on Financial Report of 2025 Roadmap toward Medium- to Long-Term (Reproduced) Deliver step-change profit growth beyond past trajectory through disciplined execution of growth investments over the next three years 28000 Revenue CAGR 26000 (FY2025-2035) 24000 5%+ 22000 20000
Slide 6: Step-change Profit Growth
Step-change Profit Growth + ¥100B Operating Profit Outlook Space/Ammonia + ¥50-60B LCB Expansion ¥165.5B ¥143.1B LCB Expansion Recovery of profitability Civil aero engines aftermarket in the overseas energy business Defense Nuclear energy Increase in new install engines Civil aero engines aftermarke
Slide 7: Strategies and Drivers for Profit Growth by Business
Drivers of profit growth Strategies and Drivers for Profit Growth by Business ※ Business OPM Strategy for profit growth Driver for profit growth ROIC Civil aero engines High Top-line growth Capacity Expansion Mid Growth Gov’t Collaboration Defense Mid Top-line growth Capacity Expansion High Nuclear
Slide 8: Agenda
Agenda We will present three key strategies to deliver our high growth Contents Speaker Hiroshi Ide Opening Remarks President and Chief Executive Officer Hideo Morita Technology Strategy Representative Director and Senior Executive Officer Growth Strategy Noriaki Ozawa Nuclear energy Managing Execut
Slide 9: Forward-looking statements
Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other matters are based on currently available information, and therefore contain risks and uncertainties. Consequently, you should not place undue reliance on these performance outlooks in making investmen
Slide 10: Technology Strategy
Attachment 2 Investor Day Materials Technology Strategy June 2, 2026 Hideo Morita Representative Director and Senior Executive Officer © IHI Corporation All Rights Reserved.
Slide 11: Technology Development toward 2040
Technology Development toward 2040 Goal of In our target business domains, develop technologies that Technology competitors cannot easily replicate and that create barriers Development to entry. Develop technology Develop with process that does not exist in that does not exist in the world the world
Slide 12: Strength of IHI's Technology
Strength of IHI’s Technology “Exceptional technical strength seeds” nurtured by the accumulated, breadth, and depth of technology • IHI Group products are realized through the harmony of numerous fundamental technologies and product-specific technologies. • For over 170 years, we have pursued the op
Slide 13: Developing Technological Entry Barriers
What is “Developing Technological Entry Barriers”? Building Barriers through Unique Composite Materials × International Certification Investing in robust • Initiated development of unique composite materials by technology to build higher leveraging technology, data, and expertise accumulated entry b
Slide 14: Basic Policy for R&D Investment
Basic Policy for R&D Investment Maximizing value through the optimal Innovative processes driven by integration of our technologies production enhancement Fuel Ammonia Aero Engine Nuclear energy Bridges Value Chain Material Technology Business • Advancement of ammonia • Development of new • Advanced
Slide 15: Forward-looking statements
Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other matters are based on currently available information, and therefore contain risks and uncertainties. Consequently, you should not place undue reliance on these performance outlooks in making investmen
Slide 16: Nuclear Energy Business
Attachment 3 Investor Day Materials Nuclear Energy Business June 2, 2026 Noriaki Ozawa Managing Executive Officer, President of Resources, Energy and Environment Business Area © IHI Corporation All Rights Reserved.
Slide 17: Key Messages for Today
Key Messages for Today Progress of Structural Reforms (Overseas Subsidiaries in Energy Segment) Executing structural reforms for overseas subsidiaries. Continuous transformation of remaining non-core businesses to concentrate resources on Core Businesses. Nuclear Energy Business Contributi
Slide 18: Structural Reforms of Overseas Subsidiaries
Structural Reforms of Overseas Subsidiaries IHI will complete the structural reforms of remaining overseas subsidiary in Energy Segment during FY2026 Overseas Subsidiaries Revenue / Operating Margin Progress of the Structural Reforms Stabilizing trend from FY2026 onward following Focusing resources
Slide 19: Nuclear Energy Business
Nuclear Energy Business © IHI Corporation All Rights Reserved. 4
Slide 20: Market Environment & Business Growth (Domestic)
Nuclear Energy Business Market Environment & Business Growth (Domestic) IHI aims for continuous business expansion in the domestic nuclear market by capturing on the trends of energy security and decarbonization. Market Environment (Domestic) Business Growth Strategy Nuclear energy supply in Japan i
Slide 21: Market Environment & Business Growth (Overseas)
Nuclear Energy Business Market Environment & Business Growth (Overseas) IHI will accelerate business growth in the overseas nuclear sector by capturing increasing global electricity demand Market Environment (Overseas) Business Growth Strategy Global nuclear supply is expected Achieve top-line growt
Slide 22: Our Competitive Advantages
Nuclear Energy Business Our Competitive Advantages Track Record & Technology: Advanced piping and pressure Advantage 50 years of experience in design, vessel engineering capabilities 01 manufacturing, and maintenance for domestic Robust quality assurance management BWR (Boiling Water Reactor) plants
Slide 23: Strategic Initiatives for Growth: Restart
Restart Strategic Initiatives for Growth Contributing to the maximum utilization of nuclear energy by leveraging IHI’s track record and technologies in the upcoming BWR restart phase in Japan Revenue Expansion Improve Profitability Outlook of Nuclear Power Plant Units Moving to the BWR restart phase
Slide 24: Strategic Initiatives for Growth: Reprocessing
Reprocessing Strategic Initiatives for Growth Expand the “back-end” business by leveraging unique vitrification technology in Japan Market Outlook Roadmap of Reprocessing Business As the restart of nuclear reactors Reprocessing Plant progresses, fuel reprocessing cycle will Safety Measures Construct
Slide 25: Strategic Initiatives for Growth: Overseas New Builds
Overseas New Builds Strategic Initiatives for Growth Capturing global demand for new nuclear energy plants through world-class manufacturing technology Revenue Expansion Improve Profitability Global Expansion of Equipment Supply Production Expansion to Capture Demand Supply key devices to various OE
Slide 26: Growth Scenario
Nuclear Energy Business Growth Scenario Short-to-Medium Term (Phase1 / 2) Medium-to-Long Term (Phase2 / 3) Accelerate profit growth through top- Contributing to the establishment of the nuclear cycle through domestic restart line expansion by more than doubling and reprocessing businesses the produc
Slide 27: Forward-looking statements
Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other matters are based on currently available information, and therefore contain risks and uncertainties. Consequently, you should not place undue reliance on these performance outlooks in making investmen
Slide 28: Bridge Business
Attachment 4 Investor Day Materials Bridge Business June 2, 2026 Jun Kobayashi Representative Director and Senior Executive Officer © IHI Corporation All Rights Reserved.
Slide 29: Key Messages for Today
Key Messages for Today What is the Bridge Business? Social infrastructure that connects separated areas and supports the prosperity of people at its core Directly linked to the safety and security; reliability is the paramount requirement for builders Stable demand towards future, underpinned
Slide 30: Market Environment
Bridge Business Market Environment The market size is approx. ¥200 trillion/year; a stable market dominated by public works Developed country local market faces structural changes as aged bridges increases Global bridge infrastructure market Illustrative order volume outlook by Developed and Develop
Slide 31: Our Competitive Advantages
Bridge Business Our Competitive Advantages Advantage 01 Proven Track Record that are Recognized Globally Advantage Comprehensive Engineering Capability to Complete High-Value- 02 added Projects For Profit Establish solid partnership to capture the expanding Expansion maintenance market outside Japan
Slide 32: Proven Track Record that are Recognized Globally
Bridge Business Proven Track Record that are Recognized Globally Records and trust established through continuous efforts in building bridges Japan Maintenance Completed the 300m bridge replacement in an ultra-short, 2-week window IABSE AWARDS 2025 For Rehabilitation Expressway Daishi Bridge Romania
Slide 33: Comprehensive Engineering Capability to Complete High-Value-added Projects
Bridge Business Comprehensive Engineering Capability to Complete High-Value-added Projects Realize total project optimization through combinations of core technologies towards bridge lifecycle and flexible collaboration with partners IHI Core Technologies Partner Strength Design Seismic/wind resis
Slide 34: Roadmap to a Global Leading Player
Bridge Business Roadmap to a Global Leading Player Expand High-Value-added maintenance projects, backed by technological synergies brought through new construction and maintenance projects, and achieve high profitability and ROIC Leverage the experience to further grow revenue in regions with solid
Slide 35: Regional & Partnership Strategy
Bridge Business Regional & Partnership Strategy "From Points to Lines, and Lines to Areas" Collaboration with leading local partners in North America and European countries IHI：Track record and Core Technologies Supporting the safety, security, and prosperity of people worldwide at its core Partner
Slide 36: Forward-looking statements
Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other matters are based on currently available information, and therefore contain risks and uncertainties. Consequently, you should not place undue reliance on these performance outlooks in making investmen
Slide 37: Vehicular Turbocharger & Parking Business
Attachment 5 Investor Day Materials Vehicular Turbocharger & Parking Business June 2, 2026 Kiyoshi Nihei Managing Executive Officer, President of Industrial Systems & General-Purpose Machinery Business Area © IHI Corporation All Rights Reserved.
Slide 38: Key Messages for Today
Key Messages for Today Vehicular Turbocharger Business We will capitalize on the global shift toward HEVs, concentrate on areas where we have clear strengths, and enforce strict fixed-cost discipline to improve profitability and generate cash flow. Parking business With our leading market share
Slide 39: Vehicular Turbocharger Business
Vehicular Turbocharger Business © IHI Corporation All Rights Reserved. 3
Slide 40: Market Environment
Vehicular Turbocharger Business Market Environment Due to the slowdown in electrification trends, Turbocharger business will remain more than initially anticipated Market Size Market Trends Due to changes in CN trends and the increase of Slowdown in electrification policies HEV turbocharging, the
Slide 41: Our Competitive Advantages
Vehicular Turbocharger Business Our Competitive Advantages Advantage Customized engineering capabilities to meet OEM 01 requirements prioritizing engine performance optimization Advantage Advanced production system supporting high-mix, low-volume 02 manufacturing allowing customized engine specifica
Slide 42: Initiatives to Improve Profitability
Vehicular Turbocharger Business Initiatives to Improve Profitability Achieve 20%+ of ROIC by 2031, driven by optimizing fixed costs in response to declining demand and leveraging existing assets Vehicular Turbocharger Business Revenue & ROIC* Strengthening partnerships with OEMs ROIC 4,000 Revenue R
Slide 43: Parking Business
Parking Business © IHI Corporation All Rights Reserved. 7
Slide 44: Business Overview
Parking Business Business Overview Top Manufacturers of Mechanical Parking Systems Why mechanical parking systems? - High land costs and limited space in Japan’s urban centers - Mechanical parking systems as key metropolitan infrastructure Delivery Record Domestic Market Approx. Share 500k units No.
Slide 45: Our Competitive Advantages
Parking Business Our Competitive Advantages Advantage Leading market position driven by a full-lineup of mechanical 01 parking (large-scale to small-scale) Advantage Large installed base built through a full-lineup strategy, with 02 strong LCB-driven long-term cash flow potential Advantage End-to-en
Slide 46: Market Environment & Our Business Growth
Parking Business Market Environment & Our Business Growth Concentrating in major metropolitan areas and large-scale mechanical parking: 2035 sales revenue of 100 billion yen, ROIC* to 20%+ Market Environment Our Business Sustained supply-demand gap in metro Expanding LCBs based on the domestic areas
Slide 47: Initiatives to Improve Profitability
Parking Business Initiatives to Improve Profitability Driving cash flow by scaling LCBs of large-scale mechanical parking segment in metropolitan areas, leveraging existing installed base Large-Scale Mechanical Parking Installed Base by Prefecture Resource concentration in metropolitan Source:"Parki
Slide 48: Forward-looking statements
Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other matters are based on currently available information, and therefore contain risks and uncertainties. Consequently, you should not place undue reliance on these performance outlooks in making investmen
Slide 49: Civil Aero Engines Business / Defense Business
Attachment 6 Investor Day Materials Civil Aero Engines Business Defense Business June 2, 2026 Atsushi Sato Representative Director and Senior Executive Officer, President of Aero Engine, Space & Defense Business Area © IHI Corporation All Rights Reserved.
Slide 50: Key Message for Today
Key Message for Today Civil aero engines business ※ Earnings supported by 1st generation engines; strong demand growth ※ expected for 2nd generation engines. Growth acceleration via expanded parts production and MRO capacity. Advancing technologies for next-gen single-aisle aircraft to stren
Slide 51: Mid- to Long-Term Growth Outlook — Top Line
Civil aero engines and Defense Mid- to Long-Term Growth Outlook — Top Line Target ~10% CAGR through Phase 2 completion Revenue FY2031 Civil aero engines OPM Drive revenue growth from 2nd generation % Revenue engines CAGR % Capture strong demand for maintenance Improve profitability through the
Slide 52: Mid- to Long-Term Growth Outlook — Investment and Returns
Civil aero engines and Defense Mid- to Long-Term Growth Outlook — Investment and Returns Solid revenue; steady OP growth despite new engine mix impact Total Investment in Phase 1 Operating Profit (FY2026-FY2028) Expansion of aftermarket Investment for Total investment Civil aero engines and Defense
Slide 53: Civil Aero Engines: Business Overview
Civil aero engines Business Overview 2nd generation earnings building on 1st generation to drive further business expansion Earnings profile of Civil aero engines business 2nd generation engines 1st generation engines （GEnx） （PW1100G-JM） （V2500） （GE90） （CF34） （Passport20） （GE9X） Revenue Maintenance
Slide 54: 2nd generation–driven aftermarket growth boosts profitability
Civil aero engines Business Overview 2nd generation–driven aftermarket growth boosts profitability Revenue mix of main units and aftermarket (image for reference) FY2023-FY2025 Phase 1 (FY2026-FY2028) Phase 2 (FY2029-FY2031) 1st generation 2nd generation 1st generation 1st generation Aftermarket Aft
Slide 55: Initiative 01: Expanding Production Capacity for Engine and S/P
Civil aero engines ※ Initiative 01: Expanding Production Capacity for Engine and S/P S/P: Spare parts Invest in facilities and supply chain to ramp up Engine & S/P production Cumulative engine deliveries Strengthen production base for further ramp-up since FY2025 Source: IHI estimates Upgrade agin
Slide 56: Initiative 02: Expansion of MRO Capacity
Civil aero engines ※ Initiative 02: Expansion of MRO Capacity ※MRO: Engine Maintenance and Parts repair Proactive capex to expand engine maintenance & parts repair capacity Shop Visit Trends for Participating Engines Capture growing maintenance demand Source: IHI estimates Expansion of the mainten
Slide 57: Defense: Business Overview
Defense Business Overview IHI offers products and services for all 7 major programs to “Fundamental reinforcement of Japan’s defense capabilities” IHI products & Services ※1 The expenses based on contracts to be newly concluded Stand-Off Defense Capability ~¥ 43.5T ~¥ 0.2T Integrated Air and Missile
Slide 58: Initiative 01: Expansion of the solid rocket motor and UUV
Defense Initiative 01: Expansion of the solid rocket motor and UUV Drive further contribution to missile & unmanned defense capabilities ※ Related Budget Solid rocket motors business ※Missile propulsion system ■ Unmanned defense capability Address significant production ramp-up and new programs, ■ S
Slide 59: Initiative 02: Global expansion of Defense aero engine business
Defense Initiative 02: Global expansion of Defense aero engine business ※ Collaborate with the government to expand equipment transfers and deliver on GCAP ※Global Combat Air Programme ※ ※ Defense business revenue by Global maintenance and parts transfer business domestic and overseas markets ※F-35
Slide 60: Forward-looking statements
Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other matters are based on currently available information, and therefore contain risks and uncertainties. Consequently, you should not place undue reliance on these performance outlooks in making investmen
Slide 61: CFO Session: Financial Strategy & Capital Allocation
Attachment 7 Investor Day Materials CFO Session: Financial Strategy & Capital Allocation June 2, 2026 Hiromi Oshima Managing Executive Officer (Chief Financial Officer) © IHI Corporation All Rights Reserved.
Slide 62: Driving Profit Growth and Cash Flow Expansion
Driving Profit Growth and Cash Flow Expansion Profit Growth Drivers Operating Profit Operating C/F ROIC FY2025 Group Normalized performance 3-year cumulative Management Policies 2023 Aftermarket for the Engine Business ¥143.1B ¥361.1B 11% (FY2023-FY2025) vs. FY2025 3-year cumulative Aftermarket
Slide 63: Balancing Growth Investments and Financial Discipline
Balancing Growth Investments and Financial Discipline Building a resilient balance sheet and delivering high capital efficiency for Long-Term Growth Enhancing corporate value by expanding earnings and C/F while widening the ROIC–WACC spread Balance sheet Image March-2026 Mid- to Long- term Total Lia
Slide 64: Expanding Cash Generation
Expanding Cash Generation Drive operating cash flow growth through significant profit expansion in growth business 3-year cumulative + 3-year cumulative ¥700B+ Operating C/F 3-year cumulative ≥ 2x ¥350B Operating C/F Operating C/F Operating C/F Phase 1 Phase 2 Phase 3 FY2026 – FY2028 FY2029 – FY2031
Slide 65: Shareholder Returns Policy
Shareholder Returns Policy Phase 1:Aim for sustained growth in dividends per share Phase 2 onward : Pursue further expansion of shareholder returns, considering options other dividends Free Cash Flow Shareholder Returns 3-year cumulative ¥232.1B Phase1 Upfront Investment 3-year cumulative ¥54.7B Gro
Slide 66: Forward-looking statements
Forward-looking figures shown in this material with respect to IHI’s performance outlooks and other matters are based on currently available information, and therefore contain risks and uncertainties. Consequently, you should not place undue reliance on these performance outlooks in making investmen
Slide 67: Appendix. Business Portfolio Reform
May 8, 2026 Presentation on Financial Report of 2025 Appendix. Business Portfolio Reform (Reproduced) • Executed decisive portfolio reforms via introducing external capital and liquidations to enhance profitability and capital efficiency Publication Business Overview date • Completed transfer 100% s