Three years management plan from FY 2018 to FY 2020 May 2, 2018 Toyota Tsusho Corporation 0
Contents 1. From the New Appointed President &CEO P.3 2. Three Years Management Plan P.8 （１） Review and Future Efforts P.9 （２） Financial Policy P.17 （３） Quantitative Target for FY2020 P.19 3. Supplemental Materials P.23 2
1. From the new appointed president & CEO 3
From the New Appointed President ＆ CEO External environments Environment Business Technological Toyotsu Diversity & innovation Globalization Core Inclusion EV Digitization Values Collaboration Reform of working IoT beyond the Group Battle of Survival styles Internal environments FY2015 liquidation of Asset completed. Achieved a V-shaped recovery Achieved the highest profit for the second consecutive term See changes as opportunities and further growth 4
From the new appointed president ＆ CEO Things to be protected Our Next Challenges ～ Inherited Toyoda Tsusho DNA ～ ～ see changes as opportunities and further growth ～ ・ Globalization ＆ D&I Things to • Toyota Tsusho Group way ・ Digital and technological Accelerate innovation • Global Vision （ Be the Right ONE ） ・ Human resource development ・ Pioneer in the Toyota Group ・ Naturalization of Things to ・ Good corporate culture strengthen ANZEN/KAIZEN ・ Culture fostering a sound sense of crisis Do not fear change. Enjoy it. Create it 5
Recognizing "change" as "chance" for further growth ① Globalization of business ② Globalization of indivisual ③ Globalization of company organization & structure Promotion of presence and breadth as a company by promoting three globalization 6
Member of the board After June Ordinary General Meeting of Shareholders Jun Karube Ichiro Kashitani Yuichi Oi Soichiro Matsudaira Kuniaki Yamagiwa Chairman of the Board President & CEO Executive Vice President Executive Vice President Executive Vice President / CTO Board of Directors Hiroshi Tominaga Yasuhiro Nagai Hideyuki Iwamoto Yoriko Kunihito Didier Kumi Managing Managing Managing Kawaguchi Komoto Leroy Fujisawa Executive Officer Executive Officer Executive Officer CSO/CIO CCO/CAO Outside Directors CFO Background Reason for Selection Specialized insight regarding environmental issues and international Yoriko Kawaguchi Ministry of the Environment and Foreign Affairs political and economic trends Extensive experience and broad insight through corporate Kumi Fujisawa Representative Director of Sophia Bank management / government offices Advanced expertise in thermoelectric fields, academic research Kunihito Komoto Toyoda Physical and Chemical Res. Inst Fellow network Newly Appointed Executive Vice President of Toyota motor Corp. Didier Leroy Rich global experience in the automotive industry Newly Appointed Diversifying the composition of the Board of Directors to enhance management transparency and function 7
2. Three years management plan 8
2. (1) Review and Future Efforts 9
Review of Three years management plan Priority Areas Global Vision Life & Resources & Community Environment Consumer electronics, Renewable energy, Chemical products, <Released May 2017> Metal resources & recycling Pharmaceuticals, Electric power, Foodstuffs, Insurance, Grain others Textile product others ✔ NEXT Mobility Toyotsu Core ✔ Africa Values Automotive sales ・ service, Automotive production & peripheral business, Logistics & value chains, Automobile accessories & materials Mobility ※ Started Three-year management plan by rolling from FY 2017 to reflect environmental changes 10
Review of Three years management Plan ※ Released May 2017 Next Mobility Strategy Africa Strategy Completed vehicles makers Changes in how autos are Economic slowdown due to Primary made resource price declines Changes in how autos are High economic growth suppliers used potential New entrants from other Purchasing power expected Secondary sectors to increase suppliers Auto industry is undergoing a ・・・ Aiming to accelerate and expand once-in-a-century structural pan-African operations with CFAO transformation in the wake of as regional headquarters technological innovation ・ Established product divisions cross- ・ Established Africa Division, our first regional division, and streamlined divisional Next Mobility Development Dept. ・ Established Next Technology Fund to reporting lines ・ Expediting utilization of local swiftly respond to technological human resources innovations 11
Next Mobility Strategy: Key Initiatives in FY2017 Connected Autonomous Shared Electric Truck platooning tests Investment in Grab Investment in Orocobre D-wave alliance World’s first truck New ride hailing Aiming to increase Li Pursuing utilization platooning test-run service alliance in production and gain Li of optimization on Shin-Tomei Expy resources technologies through Southeast Asia quantum computing Investment in NUVVE Aiming to build and widely deploy virtual power plants Grid- balancing power Power EV batteries companies Strengthening our functions by branching into new technological fields through alliances 12
Next Mobility Strategy: Going Forward 【 Forecasts of global market size by power train technology 】 ※ Independently prepared by KPMG based on LMC Automotive global auto production forecasts (units: millions of vehicles) 90 8 2 2020 Total: 101 Internal Hybrid EV Fuel cell Total: 141 2040 Combustion Engine 34 37 35 35 Mobility demand likely to diversify amid auto industry transformation phase Realms of activity going forward Energy management Replacement of materials Next-generation services Weight New Truck Sharing reduction materials platooning Overseas Battery-related infrastructure Battery Motors DCM data utilization Next-gen energy materials We will create new technology-intensive markets, focusing on these 3 realms of activity 13
African growth strategy ～ Potential of Africa ～ ① AMU （ Arab Maglev Union ） Africa's next 10 years 1.5 times Population ⑥ ECOWAS ② COMESA （ Economic Community of Distribution (Eastern Africa Market West African Countries ） 4.0 times Community) volume ③ EAC (East African Community ） ⑤ ECCAS Accelerating infrastructure ( Economic Community of Central African States) development Establishment of regional economic zones Economic corridors Development of economic corridors Secondary road Stable of political situation Primary ④ SADC （ Southern African Development Source ： road Community ） UNECA For Africa's high potential ,Careful strategy building in response to regional characteristics is essential 14
African growth strategy ～ Potential of Africa ～ M R & E L & C Expansion of Suzuki Wind power generation To pharmaceutical (Egypt ） (262MW) Development Countries manufacturing Sales （ Ivory Coast, Ghana) Monbasa Port Development Company Capital Start of CKD business Project crane supply participation (Morocco) （ Nigeria ） （ Kenya ） Telemedicine Service Joint venture with Michelin (Ghana, Nigeria) （ In Kenya and Uganda beverage manufacturing Planned to start Sales ） Sales (Ivory Coast) Carrefour Business No.3 store (Cameroon ） Steady expansion of business in the field of using Strengths of TTC and CFAO 15
African growth strategy ～ Potential of Africa ～ M R & E L & C Expansion of the Accelerating deployment of Toyota and Suzuki pharmaceutical value chain renewable energy Development Countries’ s horizontal expansion Expansion of port and Further expansion of Existing Business infrastructure business Capital to Sales agents （ Drinks, Retail, etc. ） participation In European consumer captive finance and lease, goods brands Used vehicles, Expansion of local value chains related to Production Sales auto motive sales such as After-sales service Aiming to grow beyond Africa's potential 16
2. (2) Financial policy 17
Financial policy ~Further Enhancement of Corporate Value~ Business operations financial index with interest and capital （ Policy ） efficiency efficient Operation ROE Investments that appears distinctive 10 ～ 13% growth traits of “Toyotsu” investment Group Mobility R & E Net DER L & C shareholders return < 1.0 times Target a dividend payout ratio of 25% or more and increase steady dividends Investment in further growth and return to shareholders while maintaining profitability and financial position 18
2. （ 3 ） Quantitative targets 19
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