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Three Years Management Plan （FY2020 to FY2022）

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Three Years Management Plan （FY2020 to FY2022） 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 2. Three Years Management Plan (FY2020 - FY2022) P7 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］ FY 2020 Targets Results 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 Shareholder ・Payout ratio 25% or more ・Steady increase in FY2018：¥100 Achieved return actual dividend FY2019：¥110 Precond ・Foreign exchange rate ￥100/US$・¥110/Euro ¥109/US$・¥121/Euro ※Include lease ition ・Oil price 50US$/bbl 60US$/bbl debt of 110.3 billion yen 3 Review of Three Year Management: ESG Initial Targets Results 2018: Identification of key sustainability issues Address societal (materiality) issues through E 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 Review of Board of Directors composition G 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 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) Structure Automotive Automotive Lineup of products & functions Business expansion anchored by TOYOTA Africa Expand provision of functions to strategy outside of TOYOTA group Leveraging of TOYOTA-Suzuki alliance Non-automotive Non-automotive Initiatives Establishment of businesses and Expansion of business domains and number lateral expansion of countries in which we operate Expansion of dedicated unit (increased to Create a framework capable of 260 workers) responding to change Utilization of Next Technology Fund Structure Promotion of next-generation technology Expand business domains Next Mobility development and investment Initiatives 5 Review of Three Year Management: : Investment （Unit: Billion yen） Initial target Result Overview FY2018-FY2019 FY2018-FY2019 investment 200.0 ３37.6 Increased capacity around automobile production M 85.0 138.0 Auto dealership business in South Africa. (CFAO) Wind power business (Eurus) R&E 85.0 141.5 Small and medium hydroelectric power generation business Retail business (CFAO) L&C 30.0 58.1 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 当期利益Profit (billion(億円） yen) トヨタ年間生産台数Toyota annual production(暦年ベース (unit:10thousands))（万台） 1,100 2000 Market downturn due to impact of the coronavirus 900 1500 135.5 700 132.6 1000 130.2 Market downturn due to 107.9 impact of the Lehman shock 500 73.0 67.5 67.5 66.2 67.4 500 58.2 47.1 300 40.2 27.3 0 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 23/3 100 Impairment of approx. ¥100bil. -43.7 due to falling resource prices -500 ▲ 100 J-GAAP IFRS 8 Growth Image Trend of corona virus 2 02 0/ 3 Japan日本 Expansion拡大期 Period Convergence収束期 Period 回Recovery復期 Period America米国 China中国 Southeast 東南Asiaアジア アAfricaフリカ Revenue growth image (exclude. one-off factors) Automotive Revenue operations Africa Renewable energy Circular Economy Next Mobility Time 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 Next Mobility Renewable Energy Circular Economy 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 Promote global Respond to growth business Diversity & technological in established lines proposals Inclusion progress 6 CSR of business hatched locally Globalization Material Toyota Tsusho Group Way Issues On site, hands on, A passion for 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 Next Mobility of a safe and comfortable mobility Renewable Energy Strategy society Strategy Grow with developing countries Circular Economy Strategy African Growth Strategy Contribute to the development of CSR Materiality for the a recycling-based society Toyota Tsusho Group ●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 Of Accelerated “Vehicles” Hands-on response to Development・ business CASE Production reuse creation Lifecycle Of Vehicle Next- Generation Mission2 Service Utilization Creating new ・Service Venture business business opportunities Energy creation Management 12 “Be the Right ONE” in Next Mobility Mission1 Hands-on Business creation 素置 材 換 Weight Proposal solving all value chains process Reuse Materials Collection reduction Parts Assembly Recycling Replacement <e.g.> of 電 動 化 Low loss “Vehicles” Innovative motor coil soft magnetic Electrification Aluminum Material processing development エ次 ネ 世 ル 代 ギ Mobility User Console Next- services Providing technical Data generation services related to Storage servicesー Vehicles Analysis Connected Vehicles Strengthen sales function of Energy Fuel cells/ fuel cell stack management Hydrogen Establish the model for spreading 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 MaaS Drone VPP （Digital platform） （Southeast Asia） service App-based mass （U.S.A） Car-sharing Ride-hailing transportation Hydrogen Service service （Southeast Asia） （India） (Japan） （Africa） （Japan） Our approach area ①NEXT Technology Fund ：Flexible investments in Innovative technology, patents, new services ②Mobility 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 Strengthen and business areas to become existing business model clean electric power company ・Step up initiatives in countries where renewable energy is undeveloped Newmarkets Overseas ・Steadily increase number of projects as an earnings Challenge to foundation new business domains Strengthen existing business ・Lay groundwork for new growth and Reduce costs and replace equipment earnings sources Expand Existingmarkets ・Prepare for post-FIT, build know-how business domains Japan Promotion of renewable energy Joint establishment of Toyota Green Energy Onshore wind power and solar Small-scale hydropower, biomass, (Business domain) power offshore wind power, and VPPs 15 “Be the Right ONE” in Renewable Energy Expanding stable renewable energy to the world 74MW Norway 28MW Finland U.K. Korea 38MW Netherlands 156MW U.S. 127MW Italy 4MW 247MW 73MW 200MW Spain 793MW 385MW Japan 553MW Egypt 187MW 263MW 25MW Chile Wind 2,780 MW 18MW Solar 341 MW Hydroelectric 187 MW Uruguay Australia Biomass 25 MW 92MW 72MW Total Gross 3,333MW Equivalent to 3 nuclear power plants units As of end of March 2020 16 “Be the Right ONE” in Renewable Energy Expanding more clean and low-cost energy business in Africa Cairo Expand knowledge of Ras Ghareb renewable energy built in East Africa to West and South Africa Ras Ghareb Wind Energy Location Arab Republic of Egypt Promote Mini-grid Business in Non-electrified capacity 262.5 MW （2.1×125 stations） Regions of Kenya Egyptian Electricity Transmission purchaser Company Wind business Start October 2019 development by wind condition analysis Sharehold TTC、Eurus Energy、Engie SA、 and Electric-generating ers Orascom Construction SAE forecast Term 20 years 17 “Be the Right ONE” in Renewable Energy Contributing to the rollout of renewable energy in the Toyota Group through an alliance with TOYOTA and Chubu Electric power TOYOTA ✔ Formulation of policy direction, etc. Joint establishment of Toyota Green Energy Establishment July 2020 (scheduled) TOYOTA 50%, Chubu Electric Power 40%, Investment ratios Toyota Tsusho 10% Acquisition and operation of renewable energy Business sources in Japan
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