Posco Holdings Inc. · KRX:005490
Posco — Investor Day (July 2026)
63 slides from Posco's investor day presentation, Jul 2, 2026
Slide 1: 2026 CEO Investor Day: Group Portfolio Transformation Strategy
Exhibit 99.1 2026 CEO Investor Day Group Portfolio Transformation Strategy Extend the Reach: From Steel to Lithium & Energy to shape the future July 2, 2026 1
Slide 2: Disclaimer
posco HOLDINGS, Disclaimer —— uils presentation was prepared to retzaes information to shareholders, investors, and the community pertaining to the il ial and key operations. The financial and business statements provided in al ti presentation are based on data available at the time of its preparati
Slide 3: Pathway to Growth
Pathway to Growth As a business group, we have extended our reach from local to global and from Steel to Critical Materials to galvanize undeterred growth. Business Evolution: Genesis: Global Diversification Materials Leader Steel Expansion •••• •••• • 22
Slide 4: Key Initiatives to Drive Innovation
Key Initiatives to Drive Innovation In 2024, key initiatives were identified to seek sustainable growth; they defined the intrinsic competence underlying each business and prompted management system innovations. Rechargeable Battery Materials (RBM) Management System Restructuring & New Business Stee
Slide 5: Key Shifts in Business Landscape
Key Shifts in Business Landscape Structural change is essential for the business to respond to the increasingly uncertain market environment, i.e., supply chain fragmentation, accelerating GX and AX. Geopolitical risks and trade Stronger decarbonization barriers shake supply chains efforts, e.g., el
Slide 6: Evolution of Business Mix
Evolution of Business Mix In addition to Steel and Materials, we seek to extend our scope to include critical Resources, to serve as industrial security asset and an engine of our future growth. Steel Materials Resources 55
Slide 7: Steel
Steel With overseas growth investment and enhanced native competence, we will overcome the challenges of stagnant growth and global fragmentation to maintain our lead in global competitiveness. Overseas Growth Native Investment Competence Secure growth momentum and Achieve technology-driven profitab
Slide 8: Overseas Growth Investment
Overseas Growth Investment Enhanced Native Competence In high-growth, high-profit overseas markets, our target is to expand overseas crude steel production to10Mtpa by 2031. The outcomes of overseas investments will feed into our decarbonization efforts India U.S. and R&D of high value-added product
Slide 9: Enhanced Native Competence
Overseas Growth Investment Enhanced Native Competence Through technology-driven product and cost innovation and a timely and financially viable GX, the company will lead the coming industrial changes in Korea. Market Cost Timely leadership Innovation Decarbonization Boost technology-driven growth of
Slide 10: Lithium + α
Lithium + α We will step forth as the vital supplier of strategic resources with a focus on lithium; hence, we will secure the growth driver in the face of decarbonization and new mobility while assisting next generation industries with reliable supply chains. Lithium CAM, AAM Rare Earths Secure pro
Slide 11: Lithium capacity expansion
Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases Our goal is to expand lithium production capacity to 173Ktpa and become a top 5 global supplier by 2033, fueled by P-Argentina’ shift to operating profit and the acquisition of prominent ore lithium assets. Brine Operating Lithium 100Kt s
Slide 12: CAM & AAM
Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases By diversifying the product mix and establishing reliable supply chains, we will enhance competence of our CAM and AAM business to get ahead of the rapidly changing market. CAM AAM Natural Artificial 1) LFP NCM graphite graphite •• Raw ma
Slide 13: Recycling
Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases We will expand our recycling business in pace with the global decarbonization initiative and growth of circular economy in batteries. POSCO group’s Source raw materials recycling technology and seek policy (POSCO HY Clean Metal) support w
Slide 14: Rare Earths
Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases We will build a global rare earth supply chain to provide critical minerals essential to future industries, i.e., EV, robotics, AI data centers. Rare Earth Full Value Chain Production plan → 13
Slide 15: Rare & Specialty Gases
Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases By driving domestic production of rare and specialty gases used in advanced sectors, we will identify profitable opportunities and provide a reliable supply chain to future industries. Production Raw materials Advanced Industry •• • • • •
Slide 16: Energy
Energy Geopolitical risks are now a constant. By growing the LNG and renewable business, the company will boost self-sufficiency rate of energy resources to become a reliable supplier of sustainable energy. Renewable LNG Energy (RE) Expand value chain to maximize Boost development capacity to profit
Slide 17: LNG Value Chain
LNG RE & Next-Generation Energy In the increasingly profitable LNG business, the focus will be to grow each link of the value chain and enhance global operation. Stronger global synergy in the Upstream Downstream Midstream Expand gas field assets Diversify business model Enhance trading capacity Mya
Slide 18: Renewable Energy & Next-Generation Energy
LNG RE & Next-Generation Energy Entry into the renewable energy business will help to respond to decarbonization and prepare for the post-LNG era . Offshore wind Solar + BESS* Combine affiliate capacity Develop and operate low-risk projects for phased entry into the full value chain with local partn
Slide 19: New Business
New Business To secure momentum for future growth, promising business items will be developed as new business engines. Physical AI Steelmaking field data Secure Develop Enhance + Automated production and technology platform smart manufacturing experience Power infrastructure New mobility materials D
Slide 20: Business Identity & Portfolio Strategy
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. National Supplier of Critical Re
Slide 21: Expanding the core business scope
We will expand the scope of our core business from a focus on Industrial Resource to include Strategic and Energy Resources, building a portfolio that offers sustainability and balance. 5.7% 21.3% 20
Slide 22: National Supplier of Critical Resources
With a track record of turning challenges into momentum for growth, POSCO group will move with unwavering commitment to complete its new portfolio strategy to open a novel chapter in our business group value. National Supplier of Critical Resources Industrial Strategic Energy 21 21
Slide 23: Lithium & New Business Strategy
Lithium & New Business Strategy From Invest to Harvest 22
Slide 24: Brine Li Update
Brine Li Update New Business Li Since the initial acquisition of the Argetine brine lake in 2018, the brine lithium business made the shift in March to register an operating surplus through construction and ramp-up of local processing capacity. Aug. ’18. Oct. ’24 Mar. ’26 Shift to surplus 100% Argen
Slide 25: Brine Li Update: RIGI Benefits
Brine Li Update New Business Li By granting RIGI eligibility, Argentina will offer government support, e.g., tax benefit, for Phase 2 plant construction, giving added assurance to project success. RIGI* Benefits 59% New trade Lower Export tax FX regulation 55% corporate tax exemption* benefits 41% e
Slide 26: Ore Li Update
Ore Li Update New Business Li For ore lithium, we have partnered with Mineral Resources (MinRes) of Australia. Through a JV project, we plan to build a foundation to expand our smelting business and generate financial gain from equity ownership. Aligned to the strategy to acquire assets during marke
Slide 27: Brine Li Strategy
Brine Li Strategy New Business Li In POSCO Argentina, we will make early investment into brine lithium plant phases 3 & 4 to reach100Kt LH & LC capacity. Leverage the experience gained in phases 1 & 2 to begin phases 3 & 4 investment in advance, focusing on LC to promise higher growth potential Lith
Slide 28: Ore Li Strategy
Ore Li Strategy New Business Li By utilizing concentrate offtake volume from MinRes of Australia, we will expand smelting operations to achieve the 73Kt production system. Additional 30Kt Client-partnered smelting project • Approval(’27) and commissioning(’29) Previously 43Kt 73Kt POSCO Pilbara Lith
Slide 29: Resource Diversification
Resource Divsersification New Business Li Commercial-scale application of * Direct Lithium Extraction (DLE ) promises resource diversification. Solutions to put low-grade resources to viable use Quality resources DLE Demo Plant in USA Explore low-grade resources Low-grade resources 28
Slide 30: Objective: Lithium Business
Objective New Business Li The Lithium business is a Strategic Resource Core. We will grow this core business to reach production capacity of 173Ktpa, generating KRW 4.8 tril. in revenues and KRW 1.8 tril. in operating profits by 2035. 29
Slide 31: New Business
Li New Business By exploring diverse future technologies, new businesses, and commercialization opportunities, we aim to cultivate the Next Core group business. New business development & commercialization scheme by domain Commercialize Support New domain as a the technology CAPEX & growth business
Slide 32: Physical AI New Business
Li New Business Based on technology tailored to steelmaking, Physical AI solutions will be developed for group-wide application, with the ultimate goal to launch a new business to serve the process industry. Automation and intelligent Investment in promising project experience robotics businesses •
Slide 33: Energy Business Strategy
Energy Business Strategy Energy, the Group's New Core Business 32
Slide 34: Energy LNG Upstream
Energy LNG Upstream Steel Optimize production at existing gas fields; acquire additional fields to deliver reliable energy supply. Continue & expand operation in core regions (SE Asia, Australia); seek entry into the world’s largest gas market (North America) USA Myanmar Indonesia Malaysia Australia
Slide 35: Energy LNG Midstream
Energy LNG Midstream Steel Enhance LNG Trading & Infrastructure; Link upstream (U/S) to downstream (D/S) processes to generate greater synergy Build the foundation for U/S (gas field) & Increase LNG terminal capacity to D/S (power) business expansion spur expansion of adjacent businesses, to achieve
Slide 36: Energy LNG Downstream
Energy LNG Downstream Steel Offer low-carbon & distributed power to help meet the national power demand and drive it further to seek global expansion. Apply carbon-reduced Enter distributed district Expand to local and power technology power supply global power business ••• •• 35
Slide 37: Energy Renewable Energy
Energy Renewable Energy Steel Expand to domestic offshore wind and overseas solar + BESS markets to generate synergy aross group-wide business sectors. Domestic Offshore Wind Overseas Solar + BESS Secure Value Chain Capabilities Project planning & EPC O&M development Equity investment market entry O
Slide 38: Energy Objective
Energy Objective Steel Build a replete LNG Value Chain and expand into Renewable Energy (RE) to achieve 2031Operating Profit (OP) of ‘KRW 1.4 tril. +α’ by 2031. domestic overseas Upstream Midstream Downstream Revenue OP 37
Slide 39: Steel Business Strategy: Overseas Growth Roadmap
Steel Business Strategy Overseas Growth Roadmap 38
Slide 40: Steel India
Energy Steel India Steel shortage will persist in India due to continuous economic and population growth. India’s MLT Steel Demand 39
Slide 41: Steel India JV Project
Energy Steel India Combining the strengths of POSCO’s technology and JSW’s cost competence to capture opportunities through a JV Steel Mill in a growing market. JV Project Overview Partner • Equity Composition • Production Capacity • Shareholder Responsibilties • Site • Schedule 2026 2027 2028 2029
Slide 42: Steel USA
Energy Steel USA Tariffs imposed to bring back manufacturing to America is fueling reshoring; hence, steel demand is expected to grow. US Market Landscape Tariff • Steelmaking Capacity • Automotive Steel Demand • 41
Slide 43: Steel USA Louisiana EAF project
Energy Steel USA To seize opportunities inherent in high-margin & high-growth markets, we will invest in the Louisiana EAF project to respond to demands for low-carbon automotive steel sheets. Project Overview Equity Composition • Location • Capacity • Offtake Volume • Sales Plan • Schedule 2026 202
Slide 44: Steel Indonesia
Energy Steel Indonesia In Indonesia, we plan to expand operations based on PT.KP Phase 1 plant and to build the upstream STS hub. Expansion strategy Carbon steel • • STS • Schedule 2026 2027 2028 2029 STS PT.KP 43
Slide 45: Steel New Demand
Energy Steel New Demand In the domestic market, we will seek to achieve quality growth by commanding AX-related demand markets, e.g., AI, data centers, power infrastructure, humanoids. Open & Collaboration with AX Ecosystem AX Supply Chain Application • Cooperate with global IT, AC, home appliance m
Slide 46: R&D Strategy: Lithium & Iron; LiFe Technology
R&D Strategy Two Key Materials, Lithium & Iron ; LiFe Technology 45
Slide 47: Lithium extraction technology options
Li Steel We own diversified technology options that allow the blending of conventional and proprietary technologies, offering the ability to extract lithium from diverse resources. Saline Ore Brine Recycling Groundwater Li 1.2~2.5 % 0.06~0.2 % ~ 0.06 % 4.0 % Concentration Conventional O O O - Techno
Slide 48: BPED lithium production technology
Li Steel * As the world’s first company to model BPED lithium production technology, we are pushing boundaries by harnessing AI to innovate processes. Commercial-scale BPED technology Using brine (Argentina) and ore (Korea) materials, a BPED lithium production plant is in commercial operation. • Dri
Slide 49: Direct Lithium Extraction technology
Li Steel * To seek development of non-traditional lithium resources , we will infuse life into DLE, a new conceptual technology that will be tested locally in the U.S. POSCO’s DLE Technology Adsorbent used to make selective lithium extraction; high adsorbent performance and throughput observed • DLE
Slide 50: Lithium product portfolio
Li Steel In addition to offering reliable supply of lithium hydroxide (LH), we aim to expand our product portfolio by developing lithium dihydrogen phosphate and lithium chloride. Li Products Usage Our Diverse Offerings Li hydroxide (LiOH) NCM battery Li carbonate (Li CO ) 2 3 LFP battery Li dihydro
Slide 51: Steel R&D: strategic products, process innovation, AX
Li Steel To ensure the future success of Steel, we will continue to drive strategic product development, innovate processes and promote AX. Strategic Product Process Innovation AX Developing next-generation Innovating processes to achieve Mission-oriented AX products for future growth industries unp
Slide 52: Specialized steel for AI, power and defense
Li Steel Differentiated and specialized steel, designed to serve the AI, power, and defense industries, will fuel our engine to drive market competitiveness. Specialized Steel for AI & Power Specialized Steel for Defense Develop top performance Developing ballistic steel for the next-gen armored veh
Slide 53: HyREX hydrogen-reduction ironmaking
Li Steel By demonstrating HyREX, our proprietary hydrogen-reduction ironmaking process, and through global industry collaboration, we will continue to enhance the technology solution. HyREX POSCO proprietary FBR* + electric smelter (EAF) • Enhancing technology value through Open Collaboration • • Hy
Slide 54: Financial Strategy
Financial Strategy Shareholder-focused Financial Strategy 53
Slide 55: Finance Strategy Update
Update The Finance Strategy at POSCO Holdings has been consistently committed to Coprorate Value Maximization. ’25/E POSCO to remain Restructuring of low- Enhancing governance unlisted performing, non-core assets transparency (’24~ Jun.’26) 54
Slide 56: Shareholder returns over past three years
Update We are committed to shareholder-centered management; in the past 3 years, KRW 4.1 trillion has been expended for shareholder returns and proactive treasury shares cancellation. Cash dividend KRW 2.3 tril. FY ’23~’25 Treasury shares cancellation KRW 1.8 tril. (6.3% retired) Treasury shares can
Slide 57: Shareholder Return Policy
Shareholder Return Policy Reduce Holding Company Discount Investment Strategy Investment Plan Shareholder value will be enhanced through performance-linked policy to boost shareholder returns, predictable dividend payout, and flexible treasury share buyback and cancellation. FY ’26~’28 Target Shareh
Slide 58: Reduce Holding Company Discount
Shareholder Return Policy Reduce Holding Company Discount Investment Strategy Investment Plan Shares of listed subsidiaries currently trading at a discount to NAV will be strategically monetized to upgrade the enterprise value of the holding company. Shareholding Value enhancement of strategy the ho
Slide 59: Boost enterprise value of listed subsidiaries
Shareholder Return Policy Reduce Holding Company Discount Investment Strategy Investment Plan We will strengthen professional and accountable management at subsidiaries and enhance stock liquidity to unlock the intrinsic value of our companies in their share prices. Boost enterprise value of listed
Slide 60: Investment Strategy
Shareholder Return Policy Reduce Holding Company Discount Investment Strategy Investment Plan Investment priority will be reassessed with a focus on profitability, and low-profit assets boldly restructured to maximize capital efficiency. Investment policy Restructuring Remaining Completed (FY ’24~’2
Slide 61: Investment Plan
Shareholder Return Policy Reduce Holding Company Discount Investment Strategy Investment Plan To drive our Triple-Core Portfolio strategy, we will focus capital and capabilities on core businesses through selective concentration. • • Industrial • • Overseas steel KRW 6.7 tril. • • 16.7 Strategic • •
Slide 62: Financial Target
Financial Target By delivering the Business Portfolio Transformation and Finance Strategy as planned, the Company will reach PBR of 1.0 + α by 2028. 8.4% 54.4% 61
Slide 63: Thank you
Thank you 62