Three Years Management Plan FY2020 to FY2022 April 30, 2020 - PowerPoint PPT Presentation

Three Years Management Plan （ FY2020 to FY2022 ） April 30, 2020 Toyota Tsusho Corporation

Contents 1. Review of Three Years Management Plan (FY2017- FY2019) P2 ※ Released May, 2017 P7 2. Three Years Management Plan (FY2020 - FY2022)

1. Review of three years management plan (FY2017- FY2019) ※ Released May, 2017

Review of Three Year Management: Quantitative aspect （Unit：billion yen） ［ Released May 2017 ］ Results FY 2020 Targets Profit 130.0 135.5 Achieved ROE(%) 10-13% 11.3% Achieved Net interest-bearing 1,100.0 1,032.4 Achieved ※ debt (NET) Net DER Within 1.0 times 0.86 times Achieved ※ RA/RB Less than 1.0 0.8 Achieved +93.9 Free Cash Flow Surplus Operating Act.CF +267.8 Achieved Investing Act.CF (173.9) FY2017 ： ¥94 ・ Payout ratio 25% or more Shareholder FY2018 ： ¥100 ・ Steady increase in Achieved return FY2019 ： ¥110 actual dividend ￥ 100/US$ ・ ¥110/Euro ¥109/US$ ・ ¥121/Euro Precond ・ Foreign exchange rate ※ Include lease ・ Oil price ition 50US$/bbl debt of 60US$/bbl 110.3 billion yen 3

Review of Three Year Management: ESG Initial Targets Results  2018: Identification of key sustainability issues Address societal (materiality) E issues through  Re-designation of renewable energy businesses as business activities priority areas ※ Create workplace  Promotion of “Ikiwaku” activities and environments in “Morning Win” S which employees can  More working style options thrive  Promotion of health management  Separation of management and execution Strengthen G  Review of Board of Directors composition governance structure As of May 2017: 16 directors (of which, 3 are outside directors) From June 2020: 8 directors (of which, 4 are outside directors) “ Ikiwaku ” = Activities to make high sustainable productive organization ※ 4

Review of Three Year Management: : Focus Areas Initial Targets Results Structure  Establishment of first regional division Consolidate businesses and fully  Number of workers reached 21,000 (1/3 of utilize functions and resources total Group workforce) Africa Automotive Automotive Lineup of products & functions  Business expansion anchored by TOYOTA Initiatives Expand provision of functions to strategy outside of TOYOTA group  Leveraging of TOYOTA-Suzuki alliance Non-automotive Non-automotive Establishment of businesses and  Expansion of business domains and number lateral expansion of countries in which we operate Structure  Expansion of dedicated unit (increased to Next Mobility Create a framework capable of 260 workers) responding to change  Utilization of Next Technology Fund Initiatives  Promotion of next-generation technology Expand business domains development and investment 5

Review of Three Year Management: : Investment （ Unit: Billion yen ） Initial target Result Overview FY2018-FY2019 FY2018-FY2019 200.0 ３37.6 investment  Increased capacity around automobile production 85.0 138.0 M  Auto dealership business in South Africa. (CFAO)  Wind power business (Eurus) 85.0 141.5 R&E  Small and medium hydroelectric power generation business  Retail business (CFAO) 30.0 58.1 L&C  Electronics business 6

2. Three Years Management Plan (FY2020 - FY2022)

Formulating the Three Years Management Plan Positioning: Overcome the impact of the coronavirus and jump up in three years from now 1,100 当期利益(億円） トヨタ年間生産台数(暦年ベース)（万台） Toyota annual production (unit:10thousands) Profit (billion yen) Market downturn due to 2000 impact of the coronavirus 900 1500 135.5 700 132.6 130.2 1000 Market downturn due to 107.9 impact of the Lehman shock 500 66.2 67.4 73.0 67.5 58.2 67.5 500 47.1 300 40.2 27.3 0 100 07/3 08/3 09/3 10/3 11/3 12/3 13/3 14/3 15/3 16/3 17/3 18/3 19/3 20/3 21/3 22/3 23/3 Impairment of approx. ¥100bil. -43.7 due to falling resource prices -500 ▲ 100 IFRS J-GAAP 8

Growth Image Trend of corona virus 2020/3 Japan Expansion Period Convergence Period 日本 拡大期 収束期 回復期 Recovery Period America 米国 China 中国 Southeast 東南アジア Asia Africa アフリカ Revenue growth image (exclude. one-off factors) Automotive operations Revenue Africa Renewable energy Circular Economy Time Next Mobility impact of coronavirus After recovery Now is the time for defensive and offensive measures ✔ Withstand the impact of the coronavirus ✔ Prepare for post-pandemic world while remaining aware of market growth potential 9

Achieving our Company Vision Company Vision 「 Be the Right ONE 」 Priority Areas ＜ New ＞ African Circular Economy Next Mobility Renewable Energy Growth Strategy Strategy Strategy Strategy Accelerate Measures Key Issues for Resolving Four Measures for Supporting a Distinctively Toyotsu Group Surge Social Issues Nurture further Nurture regional Respond to Promote global business growth technological Diversity & in established lines proposals progress Globalization Inclusion 6 CSR of business hatched locally Material Toyota Tsusho Group Way Issues A passion for On site, hands on, Team power in touch business Digitalization 10

CSR Materiality for the Toyota Tsusho Group (Material Issues) Contribute to the transition to a low-carbon society contribute to the creation of a safe and comfortable mobility Next Mobility Renewable Energy society Strategy Strategy Grow with developing countries Circular Economy Strategy African Growth Strategy CSR Materiality for the Contribute to the development of Toyota Tsusho Group a recycling-based society ● TOP-priority Issues for both Solving Social problem and achieving Corporate Growth ● Top-priority Issues that Will Become Foundations for company Growth Respect human rights, and actively develop Begin everything we do with ensuring safety people who will contribute to society by and compliance, and continue to be an nurturing them and giving them organization trusted by society opportunities to apply their skills 11

“ Be the Right ONE ” in Next Mobility Responding promptly to changes in the automobile environment and contributing to a safe and comfortable mobility society Mission1 Replacement Accelerated Of “Vehicles” response to Hands-on Development ・ CASE business Production creation reuse Lifecycle Of Vehicle Next- Generation Mission2 Service Utilization Creating new ・ Service business Venture opportunities business creation Energy Management 12

“Be the Right ONE” in Next Mobility Mission1 Hands-on Business creation 素材 置換  Proposal solving all value chains process Weight Reuse reduction Materials Collection Parts Assembly Recycling Replacement <e.g.> of 電動化 Low loss Innovative “Vehicles” soft magnetic motor coil Electrification Aluminum Material development processing Mobility User エネルギー 次世代 Console services  Providing technical Next- Data services related to generation Storage services Vehicles Analysis Connected Vehicles  Strengthen sales function of fuel cell stack Fuel cells/ Energy  Establish the model for spreading Hydrogen management infrastructure of hydrogen 13

“Be the Right ONE” in Next Mobility Accelerate the creation of venture businesses Mission2 by utilizing funds Energy Next-generation services management Multimodal integrated Mobility Drone VPP MaaS service （ Digital platform ） （ Southeast Asia ） （ U.S.A ） App-based mass Car-sharing Ride-hailing transportation Hydrogen Service service （ Japan ） （ Africa ） (Japan ） （ Southeast Asia ） （ India ） Our approach area ① NEXT Technology Fund ： Flexible investments in Innovative technology, patents, new services ② Mobility 54 S.A.S. ： Investment in innovative mobility startup Company in Africa 14

“Be the Right ONE” in the Renewable Energy (Region) Accelerate global expansion Aim to further expand into countries Aim to further expand into countries Strengthen and business areas to become and business areas to become existing business model New markets clean electric power company clean electric power company ・ Step up initiatives in countries Overseas where renewable energy is undeveloped Existing markets ・ Steadily increase number of projects as an earnings Challenge to foundation new business domains ・ Lay groundwork for new growth and Strengthen existing business Expand earnings sources Reduce costs and replace equipment Japan ・ Prepare for post-FIT, build know-how business domains Promotion of renewable energy  Joint establishment of Toyota Green Energy Onshore wind power and solar (Business domain) Small-scale hydropower, biomass, offshore wind power, and VPPs power 15

“Be the Right ONE” in Renewable Energy Expanding stable renewable energy to the world 74MW 28MW Norway Finland U.K. Korea Netherlands U.S. 38MW 156MW 127MW Italy 73MW 247MW 4MW 200MW Spain 793MW 385MW Japan 553MW Egypt 187MW 263MW 25MW Chile 18MW Wind 2,780 MW Solar 341 MW Hydroelectric 187 MW Uruguay Australia Biomass 25 MW 92MW Total Gross 3,333 MW 72MW Equivalent to 3 nuclear power plants units As of end of March 2020 16