Slide 1: Results Briefing for the Year ended March 31, 2025
Results Briefing for the Year ended March 31, 2025 May 20, 2025 TODA CORPORATION 1
Slide 2: Forward-looking statements disclaimer
This material contains forward-looking statements regarding TODA CORPORATION and the Group’s business plans, strategies, and earnings forecasts. These statements are TODA CORPORATION’s forecasts based on currently available information and may involve potential risks and uncertainties. The actual re
Slide 3: Today's Program
Today’s Program I. Results Briefing General Manager of Corporate Administration Group Toshihiro Yamazaki II. Medium-Term Management Plan 2027 (FY2025-FY2027） President and Representative Director Seisuke Otani 3
Slide 4: I. Results Briefing
I．Results Briefing General Manager of Corporate Administration Group Toshihiro Yamazaki 4
Slide 5: FY2024 Financial Highlights (Consolidated)
FY2024 Financial Highlights (Consolidated) Consolidated net sales FY2023 FY2024 Change FY2025 ¥586.6 bil (+12.3％ YoY) (Billions of yen) (YoY) (Forecasts) Consolidated net ︓ Due to progress in large-scale construction projects in the architectural business and sales 522.4 586.6 12.3％ 640.0 an incre
Slide 6: [Consolidated] Results by Segment
[Consolidated] Results by Segment （Billions of yen） Domestic Domestic Overseas Architectural Civil Investment Environment FY2024 Construction Engineering and Group Group and Energy Elimination Total Companies Companies Development Net sales 358.1 127.1 47.7 58.2 57.4 0.9 -62.9 586.6 Operating 16.8 7
Slide 7: Major Orders Received
Major Orders Received Ordering Parties Name of Work Mitakoyamacho West District Facility Building New Construction Project (North Block) Architectural Urban Redevelopment Association Associated with Mitakoyamacho West District Type 1 Urban Redevelopment Project Construction SHOWA University Showa Un
Slide 8: Major Carryover Works
Major Carryover Works Ordering Parties Name of Work Toranomon 1-chome East Area Construction of New Facility Building for Toranomon 1-chome Architectural Urban Redevelopment Association East Area Urban Redevelopment Project Construction MITSUBISHI ESTATE CO., LTD. Dogenzaka 2-chome South District Pr
Slide 9: [Non-consolidated] Carryover Works
[Non-consolidated] Carryover Works （Billions of yen） The amount carried over increased 989.1 compared to the previous fiscal year. 818.9 Overseas 1.1 In the domestic architectural 718.6 construction business, both public 1.7 Civil sector construction and private sector 0.5 Engineering constructi
Slide 10: I-1. Details of Financial Results
I-1．Details of Financial Results 10
Slide 11: [Consolidated] Overview of TODA Group
[Consolidated] Overview of TODA Group Domestic Investment & Development Domestic Subsidiaries Overseas Subsidiaries Environment and Energy Business Domestic Subsidiaries Overseas Subsidiaries 47 companies APEC Engineering Co., Ltd. PT Tatamulia Nusantara Indah Toda Road Co., Ltd. Thai Toda Corporati
Slide 12: [Consolidated] Balance Sheets Assets
[Consolidated] Balance Sheets Assets Key variable factors (Billions of yen) Current Assets +36.4 872.0 +51.5 923.5 Cash and deposits -30.8 Notes and accounts +48.4 receivable-trade Real estate for sale +23.4 Current Current Non-current assets +36.3 Assets Assets 421.9 +36.4 458.3 Buildings and str
Slide 13: [Consolidated] Balance Sheets Liabilities and Net Assets
[Consolidated] Balance Sheets Liabilities and Net Assets Key variable factors (Billions of yen) Current liabilities +34.8 923.5 872.0 +51.5 Short-term loans payable Commercial paper -8.5 +5.0 Current Bonds due within one year +10.1 Current liabilities Advances received on uncompleted +20.5 liabili
Slide 14: [Non-consolidated] Cross-Shareholdings
[Non-consolidated] Cross-Shareholdings Number of stocks The balance of cross-shareholdings 160 159 is being reduced to secure funds for 154 investments in growth. During the three-year period from FY2022 to FY2024, ¥44.1 bil* worth of cross-shareholdings was (Billions of yen) sold, exceeding the
Slide 15: [Consolidated] Interest-Bearing Liabilities
[Consolidated] Interest-Bearing Liabilities FY2024: （Billions of yen） Although short-term loans payable decreased by ¥8.5 255.4 260.0 bil, commercial paper 226.5 increased by ¥5.0 bil, long- 211.5 term loans payables by Long- term ¥22.4 billion, and corporate 174.7 bonds by ¥10.0 billion, 124.9 15
Slide 16: [Consolidated] Provision for Loss on Construction Contracts
[Consolidated] Provision for Loss on Construction Contracts 9.43 Overseas （Billions of yen） Provision for loss on 0.05 construction contracts Civil Engineering 2.89 + ¥0.06 bil (YoY) Key variable factors: In several construction projects within the domestic +0.06 bil architectural and constructi
Slide 17: [Consolidated] Selling, General and Administrative Expenses
[Consolidated] Selling, General and Administrative Expenses FY2024: SG&A Ratio On non-consolidated basis, an increase of ¥2.6 bil compared to 8.6% 8.6% 8.8% the same period of the previous year was mainly due to higher Consolidated personnel expenses and costs SG&A（¥bil） 56.0 related to digitaliza
Slide 18: [Consolidated] Cashflows
[Consolidated] Cashflows Net increase (decrease) in cash and cash equivalents (Mar 2024 to Mar 2025) -26.9 Operating CF +26.4 Inv CF -61.1 Financial CF +7.3 （Billions of yen） +37.3 +7.5 +20.0 113.1 +7.9 +21.5 -46.3 +16.5 +0.4 86.1 -8.6 -5.0 -0.6 -62.4 -15.2 Income Depreciation Other Borrowings Share
Slide 19: I-2. Earnings Forecasts
I-２．Earnings Forecasts 19
Slide 20: [Consolidated] FY2025 Earnings Forecasts
[Consolidated] FY2025 Earnings Forecasts （Billions of yen） FY2025 FY2024 Forecasts Change (YoY) Consolidated net sales 586.6 640.0 +9.1% +53.3 Operating income 26.6 24.0 -9.9％ -2.6 Ordinary income 29.0 26.2 -9.9％ -2.8 Net income attributable to 25.1 21.0 -16.6％ -4.1 owners of parent Orders received
Slide 21: [Non-consolidated] FY2025 Earnings Forecasts
[Non-consolidated] FY2025 Earnings Forecasts Amount Profit margin (¥bil） (%) Net sales 499.0 Gross profit 5.50 11.0 Profit from construction business 53.3 11.4 [Domestic architectural construction] 38.3 11.0 [Domestic civil engineering] 14.8 12.8 [Overseas] 0.2 7.1 Profit from investment and develop
Slide 22: [Non-consolidated] Earnings Forecasts for Construction Business
[Non-consolidated] Earnings Forecasts for Construction Business Orders Received for Net Sales of Completed Gross Profit Margin on Construction Construction Contracts Completed （Billions of yen） （Billions of yen） Construction Contracts (%) 599.0 700.0 700.0 Overseas 0.2 600.0 468.0 600.0 Civil Engine
Slide 23: II. Medium-Term Management Plan 2027
II．Medium-Term Management Plan 2027 (FY2025-FY2027） “Identify and Connect” From Diffusion to Unity: Maximizing Value President and Representative Director Seisuke Otani 23
Slide 24: Contents
Contents 1. Introduction 4-2.Business strategy （1）Business strategy roadmap 2. Future Vision CX150 （2）Construction business 3. Review of 2024 Medium-Term Plan - Promotion of Smart Innovation 3-1 Evaluation of target results （3）Strategic businesses (1) Management indicators （4）Priority management bus
Slide 25: 1. Introduction
1. Introduction TODA CORPORATION Group (“TODA Group”) is pleased to announce the formulation of its “Medium-Term Management Plan 2027” covering the three-year fiscal period from FY2025 to FY2027 as outlined below. TODA Group has been working towards strengthening its business portfolio and creating
Slide 26: 2. Future Vision CX150
2. Future Vision CX150 - Corporate Transformation towards TODA Group’s 150th anniversary in 2031 - Mission TODA Group - Global vision A corporate group that realizes “joys” For the satisfaction of our For future generations and For work we can be proud of customers our planet Vision : The society we
Slide 27: Future Vision CX150 - Business areas and development
2. Future Vision CX150 - Business areas and development - Contributing to the realization of a co-creative society through the development of four business areas [Smart Energy Complex City] (SECC) + [Energy management] Social [Infrastructure and operations] capital [Floating offshore wind farms] Urb
Slide 28: Reference: SECC (smart energy complex city)
Reference : SECC (smart energy complex city) A future city concept aimed at realization by 2050 that emphasizes resilience and well-being Center city Smart agri-town SECC is TODA's vision for future urban development. To achieve this vision, we will promote community development that addresses socia
Slide 29: 3. Review of 2024 Medium-Term Plan
3. Review of 2024 Medium-Term Plan 29
Slide 30: 3-1. Evaluation of target results: Management indicators
3-1. Evaluation of target results ｜ (1) Management indicators While some performance targets were not met, revenue in the construction business entered a recovery trend 2022 2023 2024 Key management indicators Evaluation Review Results Results Results Targets Consolidated net billion Due to rising m
Slide 31: Evaluation of target results: Non-financial targets
3-2 Evaluation of target results ｜ (2) Non-financial targets Achieving CO2 emission reduction rate targets E (Environment) : Promoting CO2 reduction initiatives through the expansion of sites utilizing renewable energy electricity and the use of environmentally friendly fuels. S (Social) : Targe
Slide 32: 3-2 Priority management businesses: Outcomes
3-2 Priority management businesses: Outcomes - Initiatives focused on “access to sources of value” Implementing proactive growth investments to achieve Future Vision CX150 Real Estate Development: 184 billion yen (FY22-24 results) Environment & Energy: 46.2 billion yen (FY22-24 results) Completion
Slide 33: 3-3 Management environment and challenges
3-3 Management environment and challenges Enhancing profitability through strengthening the business foundation and demonstrating group synergy are key challenges Management environment Challenges and future goals of the TODA Group Social climate Strengthening the business foundation of the Medium
Slide 34: 4. Medium-Term Management Plan 2027
4. Medium-Term Management Plan 2027 34
Slide 35: Positioning of Medium-Term Management Plan 2027
4-1 Group-wide strategy ｜(1) Positioning of Medium-Term Management Plan 2027 Promotion of Future Vision CX150/Phase 2 “Value Restructuring” ー Identifying and leveraging our key strengths and creating distinctive value ー Realizing a society of collaborative creation (2028-2030) Value restructuring Ne
Slide 36: Basic concept: Identify and Connect
4-1 Group-wide strategy ｜(2) Basic concept From Diffusion to Unity: Identify and Connect Maximizing Value Identify Connect Combine vertical and Our key strengths horizontal expansion Distinctive value/ high profitability Strengthen the business foundation through the Maximize customer value and
Slide 37: Financial targets (performance/financial KPIs)
4-1 Group-wide strategy ｜(3) Financial targets (performance/financial KPIs) Driving revenue growth and enhancing capital efficiency by optimizing management resources Growth potential Profitability Capital efficiency (Fiscal year ending (Fiscal year ending (Fiscal year ending March 2028) March 2028)
Slide 38: Performance target roadmap
4-1 Group-wide strategy ｜(4) Performance target roadmap ROE (return on equity) 10.0% Targeting a stable ROE of 10.0% or higher 7.3% 4.8% 3.5% Proactive growth investments Optimization of management Creation of virtuous cycle of revenue resources growth and improving capital efficiency 12, 00 0 2,000
Slide 39: Performance targets by business
4-1 Group-wide strategy ｜(5) Performance targets by business Boosting operating income through construction revenue growth and strategic activities Net sales (Billion yen) Operating income (Billion yen) % change Operating % change FY2024 FY2027 FY2024 FY2027 compared profit compared Results Forecast
Slide 40: Cash allocation (3-year total)
4-1 Group-wide strategy ｜(6) Cash allocation (3-year total) Strengthening cash generation, growth investments, and shareholder returns through the sale of cross-shareholdings and assets Cash generation Cash allocation M&A Investment *To be implemented separately from the investment plan Flexible fin
Slide 41: Investment plan (3-year total)
4-1 Group-wide strategy ｜(7) Investment plan (3-year total) Further investing in our business foundation (human capital/ digitization/ technological development) Investment plan (3-year total) 200 billion yen (Net 100 billion yen) Lower section represents 2024 Medium-Term Plan results 46 billion yen
Slide 42: Reference: Investment plan comparison with 2024 Medium-Term Plan
Reference: Investment plan (comparison with 2024 Medium-Term Plan) 2024 Medium-Term Plan results Medium-Term Management Plan 2027 272.3 billion yen (Net 207.8 billion yen) 200 billion yen (Net 100 billion yen) Machinery and Machinery and (Billion yen) Equipment, etc. Equipment, etc. 9.2 9.0 M&A Tech
Slide 43: Shareholder returns/cross-shareholdings
Group-wide strategy ｜(8) Shareholder returns/cross-shareholdings Strengthening shareholder returns and enhancing capital efficiency Shareholder return policy Sale of cross-shareholdings (enhance asset efficiency) Share sale We will aim to deliver direct shareholder returns by driving 51.3% amount:
Slide 44: Value creation model
4-1 Group-wide strategy ｜(9) Value creation model Strengthening each business’s core advantages while fostering new value creation through collaboration and cross-sector initiatives (key management priorities) Construction business Architectural design Strategic businesses and construction Genuine
Slide 45: Business strategy roadmap
4-2 Business strategy ｜ (1) Business strategy roadmap Phase 1 Phase 3 150th Access to sources of value Phase 2 Value restructuring Realizing a society of collaborative creation anniversary of company founding 2022 to 2024 2025 2026 2027 2028 to 2030 (in 2031) Core businesses Maximizing customer valu
Slide 46: Business strategy: Construction businesses
Core 4-2 Business strategy ｜ (2) Construction businesses businesses We strive to enhance productivity and technological capabilities while strengthening organizational systems to meet customer and market demands Performance targets Areas of focus Key initiatives Architectural Civil construction engi
Slide 47: Promotion of Smart Innovation: Architectural construction
4-2 Business strategy ｜ (2) Construction businesses: Architectural Core Promotion of Smart Innovation construction- businesses related activities Promoting the implementation of automation and labor-saving technologies ■ Deployment of technology testing at TODA BUILDING (Reference) Double H-shape co
Slide 48: Promotion of Smart Innovation: Civil engineering
4-2 Business strategy ｜ (2) Construction businesses: Core Civil Promotion of Smart Innovation businesses engineering- related activities Advancing technology development through technology serialization and digital utilization (Examples of technological development) 3D data collection Readjustment D
Slide 49: Business strategy: Strategic businesses
Core 4-2 Business strategy ｜ (3) Strategic businesses businesses Applying the Group's convergence knowledge across different domains Performance targets Leveraging the experience and knowledge gained from TODA BUILDING and the Joso Project across diverse applications Domestic Group companies Envir
Slide 50: Circular investment model using private REIT
Core 4-2 Business strategy ｜ (3) Strategic businesses businesses Improving capital efficiency and growth in the real estate development business using a circular investment model Circular investment model utilizing private REIT Portfolio development policy for a private REIT Targeting 100 billion ye
Slide 51: Priority management businesses
Priority 4-2 Business strategy ｜ (4) Priority management businesses management businesses Environment and 1 SECC business (Phase 1) 2 3 Overseas businesses Energy business Construction project focused on Southeast Asia Floating Offshore Wind Farm off the Coast of Goto Vision for SECC in 2050 in Naga
Slide 52: Priority businesses: SECC business (Phase 1)
Priority (4) Priority management businesses: SECC business (Phase 1) management businesses Promoting initiatives for pilot projects connected to SECCs Realizing a co-creative Access to sources of value Value restructuring society Phase 1: Promoting pilot projects connected to SECC 2050 and later G
Slide 53: SECC business model
Priority (4) Priority management businesses: SECC business model management businesses Organizing the development area into six layers to drive value creation Layer 6: Social capital Local communities, startups, ventures SECC Striving to develop Well-being Cities Smart Energy Complex City Layer 5: D
Slide 54: Environment and Energy business: floating offshore wind
(4) Priority management businesses: Environment and Energy business Priority management (floating offshore wind power generation business) businesses Building key strengths by leveraging insights and know-how gained through the Floating Wind Power Generation Project off the Coast of Goto City Develo
Slide 55: Floating offshore wind power generation business roadmap
(4) Priority management businesses: Floating offshore wind power Priority management generation business roadmap businesses Developing technologies for increased scale and mass production 150th Phase 1 Phase 2 Phase 3 anniversary 2022 to 24 2025 2026 2027 to 2030 2031 and later Offshore Wind Power
Slide 56: Priority management businesses: Overseas businesses
Priority (4) Priority management businesses: Overseas businesses management businesses Expanding business development in Southeast Asia and North America while considering geopolitical risk Recruiting and developing global talent, including management and specialized personnel Foundation for Enh
Slide 57: Human capital management
4-2 Business strategy ｜ (5) Strengthening the business foundation: Human capital management Intensifying frontline efforts by fostering a stronger “sense of purpose in on-site work” Optimizing customer value Intensifying frontline efforts Construction Sites In particular, employees (Optimizing Partn
Slide 58: DX strategy
(5) Strengthening the business foundation: DX strategy Dedicated to advancing Digital (D) + Transformation (X) in pursuit of sustainable growth TODA Group DX Vision 2030 We are committed to connecting “people” with digital technology to drive value creation in new business areas on digital By co
Slide 59: Non-financial targets
(5) Strengthening the business foundation: Non-financial targets Medium-Term Management Plan targets (FY2027) Non-financial targets Objectives of targets Targets Total emissions [%] E CO2 emissions (compared to FY2020) *1 (29.4)% or more Scope 1+2 Basic unit (per 100 million yen) *2 9.1 t-CO2 or les
Slide 60: 5. In closing
5. In closing 60
Slide 61: Shaping the future through TODA Group's distinctive value
Shaping the future through TODA Group’s distinctive value Identify Connect Creating Our key strengths X Combine vertical distinctive and horizontal value expansion 61
Slide 62: Forward-looking performance forecasts notice
Future performance forecasts outlined in this plan have been prepared based on information that was available at the time of its publication. As a result, please be aware that actual performance results may differ significantly from these forecasts due to a variety of factors.
Slide 63: TODA Corporation
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