Toyota Tsusho Corp. · TSE:8015
Toyota Tsusho — Investor Day (April 2024)
31 slides from Toyota Tsusho's investor day presentation, Apr 30, 2024
Slide 1: Mid-Term Business Plan (FY2024-FY2026)
Mid-Term Business Plan (FY2024-FY2026) April 30, 2024 Toyota Tsusho Corporation 1
Slide 2: Contents
Contents Review of Mid-Term Business Plan (FY2021-FY2023) (Announced in May 2021) …3P Mid-Term Business Plan (FY2024-FY2026) …9P Mid-Term Business Plan (FY2024-FY2026) - Quantitative Targets …25P 2
Slide 3: Review of Mid-Term Business Plan (FY2021-FY2023)
Review of Mid-Term Business Plan (FY2021-FY2023) (Announced in May 2021) 3
Slide 4: Review of FY2021-FY2023 - Stock Price Performance
Review of Mid-Term Business Plan (FY2021-FY2023) - Stock Price Performance (Announced in May 2021) Stock price performance - Toyota Tsusho vs. Nikkei Stock Average (Apr. 1, 2021 to Mar. 31, 2024) Toyota Tsusho 140.0% March 31, 2021 March 29, 2024 Change Nikkei Stock Average Nikkei Stock 120.0% Avera
Slide 5: Review of FY2021-FY2023 - Summary of Quantitative Targets
Review of Mid-Term Business Plan (FY2021-FY2023) - Summary of Quantitative Targets (Announced in May 2021) (Announced in May 2021) Mid-Term Business Results Evaluation Plan Targets Profit for the year FY2023 180.0 billion ¥331.4 billion yen 〇 Operating CF FY2021-FY2023 3-year cumulative total 600.0
Slide 6: Review of FY2021-FY2023 - Profit for the Year
Review of Mid-Term Business Plan (FY2021-FY2023) - Profit for the Year (Announced in May 2021) FY2023 Targets < Prerequisites > FY2023 Results (Announced in May 2021) Comparison of profit with Production volume About 10 million 9.97 million units vehicles previously announced targets USD exchange ra
Slide 7: Review of FY2021-FY2023 - Cash Allocation
Review of Mid-Term Business Plan (FY2021-FY2023) - Cash Allocation (Announced in May 2021) Cash flow comparison with FY2021-FY2023 3-year FY2021-FY2023 cumulative total targets 3-year cumulative total (Unit: Billion yen) targets announced in May 2021 Operating Cash IN: 1,036.4 billion Steady profit
Slide 8: Review of FY2021-FY2023 - Investments results
Review of Mid-Term Business Plan (FY2021-FY2023) - Investments results (Announced in May 2021) (Unit: Billion yen) Investment 3-years Targets variance Major Project field total ・Increase production capacity Organic 150.0〜 244.9 ＋94.9 ・Vehicles for lease ・Eurus becoming 100% owned Renewable energy 14
Slide 9: Mid-Term Business Plan (FY2024-FY2026)
Mid-Term Business Plan (FY2024-FY2026) 9
Slide 10: Be the Right ONE
What we aim to be “Be the Right ONE” Further contribute to Sustainability is synonymous solving social issues with good management through achieving Leading provider of CN/CE(*) corporate growth *CN/CE: Carbon Neutrality/Circular Economy Accelerate the growth strategy Growth beyond the conventional
Slide 11: Changes in the External Environment and the Role the Company Should Play
Changes in the External Environment and the Role the Company Should Play Changes in the Changes in the role the external environment Company should play Technologies Environment WE ARE HERE Economy Society Leader Forerunner ⚫ Anticipate the directions of change The direction of environmental Compani
Slide 12: Seven priority areas to accelerate the growth strategy
To Accelerate the Growth Strategy ⚫ Re-organized into seven priority areas with carbon neutrality and circular economy as the core Four Priority Areas Carbon neutrality・ Next Mobility Renewable Circular economy Energy Circular 5 working group Identification Africa Economy of priority areas Organic b
Slide 13: Missions of Division
Missions of Division By clarifying the mission of the Headquarters and growing as a company, Contribute to solving social issues Metal+(Plus) Creating bold PLUS in the area of metals Metal Circular Economy Design a new way of recycling resources Chemicals & Electronics Digital Solutions Deliver solu
Slide 14: Priority Initiatives in the Mid-Term Business Plan (FY2024-FY2026)
Priority Initiatives in the Mid-Term Business Plan (FY2024- FY2026) Accelerate the Further contribute to growth strategy solving social issues Promote investment in priority areas Priority Promote projects to achieve CN target in 2030 initiatives in the three-year period Promote human capital manage
Slide 15: Promote investment in priority areas
Promote investment in priority areas Approach to Investment: Cycle of corporate value enhancement Create cash with strengths unique to Toyota Tsusho that have been developed in mainstay businesses and reinvest in projects that contribute to solving social issues and reducing environmental impact for
Slide 16: Specific Initiatives - Core Value (Mainstay Businesses)
Specific Initiatives - Core Value (Mainstay Businesses) NEXTY, one of the world’s largest automotive semiconductor agents Resolve issues facing the mobility Engage in the mobility Lead the material revolution and society as a whole business in all of Africa’s functional revolution for green steel 54
Slide 17: Specific Initiatives - Social Value
Specific Initiatives - Social Value Battery Contribute to CN through solving problems in the battery area, which is the key to popularizing electric vehicles Lithium hydroxide Automotive battery plant Lithium carbonate production Black mass production (North America) Second phase of plant Establishm
Slide 18: Specific Initiatives - Nature Value
Specific Initiatives - Nature Value Solution Produce Collect/Condition/Deliver activities Wind power Lithium-ion storage battery (Kitatoyotomi substation) Illustrated image generation of facility upon completion Diversify Resolve Solar power generation for Toyota Hokkaido Kabaoka Wind power supply-
Slide 19: Promotion of Business for Achieving Carbon Neutrality: Scopes 1 and 2
Promotion of Business for Achieving Carbon Neutrality Scopes 1 and 2 [Reduction road map for achieving the 2030 target] Efforts to reduce Scope 1 and 2 Scope 1 and 2 emissions (10,000 t-CO2) emissions (i) Increase efficiency ＋12 ▲18 • Energy conservation at existing facilities (Rulemaking and improv
Slide 20: Promotion of Business for Achieving Carbon Neutrality: Scope 3
Promotion of Business for Achieving Carbon Neutrality Scope 3 Company’s GHG emissions (FY2022 Results) Few resources with high environmental impact are handled, and Scope 1 and 2 : Approx. 740,000 t-CO2 emissions are mainly discharged by mobility SC. Company’s GHG emissions (FY2021 Results) Focus on
Slide 21: Withdrawal from Fossil Fuel-Related Businesses
Withdrawal from Fossil Fuel-Related Businesses Total power generation capacity at the end of FY2023 (MW) Power generation Total Net 2019 type capacity capacity Withdrawal 2020 from Canadian Renewable energy total 4,719 3,195 Partial gas-fired power withdrawal business Gas 4,010 913 generation Fossil
Slide 22: Promote human capital management
Promote human capital management Two pillars of human capital management Securing the quality and Creating an quantity of human environment that resources necessary for maximizes individual business strategies strengths Major initiatives Be a company where Appointment of the Development of globally
Slide 23: Strengthening the Foundation for Further Growth (Safety and Compliance)
Strengthening the Foundation for Further Growth (Safety and Compliance) Work to create an organization with a climate where workers trust and support one another, in addition to developing structures and mindsets <Organization & organizational <Structures and mindsets> climate building> Building an
Slide 24: Succession to and Evolution of Toyota Tsusho DNA
Succession to and Evolution of Toyota Tsusho DNA Harkening back to Toyota Tsusho's roots, the Company is examining the strengths it has cultivated and the values we hope to acquire through the DNA Succession and Evolution Project (to be announced in July 2024). Weaving our precious spirits and actio
Slide 25: Mid-Term Business Plan (FY2024-FY2026) Quantitative Targets
Mid-Term Business Plan (FY2024-FY2026) Quantitative Targets 25
Slide 26: Quantitative Targets - Profit for the year and ROE
Mid-Term Business Plan (FY2024-FY2026) - Quantitative Targets Mid-Term Business Plan (FY2024-FY2026) Targets Profit for the year FY2026 ¥400.0 billion ¥400.0 billion ROE Maintain at least 13% FY2026 ¥350.0 billion 331.4 Profit for the year (billion yen) ROE(%) 284.1 222.2 15.6% 15.1% 13.9% ROE Maint
Slide 27: FY2024-FY2026 Cash Allocation
Mid-Term Business Plan (FY2024-FY2026) - Cash Allocation Basic financial policy Net D/E ratio: Manage at within 1.0x RA/RB: Manage at less than 1.0 FY2024-FY2026 3-year cumulative cash allocation Shareholder Strengthen returns shareholder returns ¥300.0 Operating CF billion ~ Nature ¥1,300.0 Value ¥
Slide 28: Acceleration of Growth Investment - Approach to Investment Returns
Acceleration of Growth Investment - Approach to Investment Returns Pursue active and effective investment allocations in both “Social” and “Nature” areas without undermining investment efficiency in the Core areas. Through the growth of both “Social” and “Nature” areas, aim to establish an investmen
Slide 29: Summary of Quantitative Targets (FY2024-FY2026)
Mid-Term Business Plan (FY2024-FY2026) - Summary of Quantitative Targets Mid-Term Business Plan (FY2024-FY2026) Profit for the year FY2026 400.0 billion yen Operating CF FY2024-FY2026 1,300.0 billion yen ~ 3-year cumulative total Investment CF FY2024-FY2026 1,000.0 billion yen ~ 3-year cumulative to
Slide 30: Be the Right ONE
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Slide 31: Inquiries
Inquiries Toyota Tsusho Corporation Investor Relations Group E-mail ttc_ir@pp.toyota-tsusho.com Tokyo Head Office TEL +81-3-4306-8201 ◆ This presentation contains “forward-looking statements” about the strategies and plans of Toyota Tsusho Corporation and its Group companies that are not historical