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Long-Term Business Plan and GLOBAL 2020 VISION

August 3, 2011

Investor Relation GroupE-mail: ttc_ir@pp.toyota-tsusho.comTel: +81-3-4306-8201 Fax: +81-3-4306-8818

Inquiries to:

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Notice on Forward-Looking Statements

◆ The presentation material includes “forward-looking statements” such as those pertaining to the strategy and management plan of Toyota Tsusho Corporation and its group companies, which are not historical facts. The forward-looking statements are based on expectations, estimates, and forecasts available at the current moment, and necessarily include risks and uncertainties.

Accordingly, the information on the business environment, future performances, business results, and financial standings of the Company explicitly or implicitly expressed in the forward-looking statements could differ materially from the actual results.The Company undertakes no obligation to revise or update publicly any forward-looking statement for any reason.

◆ The presentation material is not intended to be the basis for an offer or solicitation to buy or sell any security. In making a decision on investment, etc., prospective investors may not rely on the information in this presentation

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Contents

◆ Toward the Realization of VISION 2015

◆ Financial Policy

◆ GLOBAL 2020 VISION

PageP 4 - 12

P13 - 17

P18 - 23

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Toward the Realization of VISION 2015

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VISION 2015 and Long-Term Business Plan『『 VISION 2015VISION 2015 』』

『『LongLong--Term Management Term Management PolicyPolicy』』

March 2016 Target＝VISION 2015

March 2011Results

Automotive

Non-automotive

Automotive

Non-automotive

Synergy

5050

5050

：：

March 2010Results

Third pillar(Non-

automotive)

Automotive

Second pillar(Non-

automotive)

Fourth pillar(Non-

automotive)

People; Toyota Tsusho Group Way; Business Foundation

Create next-generation businesses in different business areas (＝product divisions) for further dramatic advances◆ Target sales and income balance of 50% from

automotive and 50% from non-automotive businesses◆ Seek to be among trading houses with highest Seek to be among trading houses with highest

profitability and best financial standings profitability and best financial standings (in terms of (in terms of ROE, DER, etc.)

Five years after their formulation, the goals of VISION 2015 are in the Long-term Business Plan

Long-term business plan for this fiscal year＝Target year of

VISION 2015

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PL

60：40

BS

Net salesOperating income

Net income

Total assets

Net assets

ROE

Net DER

March 2007Results

March 2011Results

6,212.7

110.0

77.2*

2,462.2

626.5

15.7％

1.2

65.0

(Billion yen)

5,743.6

85.2

47.1

2,436.2

667.3

8.0%

1.0

78.0

March 2012Plan

5,800.0

86.0

47.0

1.0

2-year total 250.0

2,450.0

700.0

70：30 65：35

7.7%

Others

March 2010Results

5,102.2

55.5

27.3

2,274.5

650.2

4.9％

1.0

83.0

70：30Automotive : Non-automotive

* Includes ¥19.0 billion tax reduction from merger. Actual net income: ¥58.2 billion.

Review of Progress to Date and Plan for Fiscal Year Ending March 2012

Benchm

arks

Financial

New investments

Make steady investments while maintaining financial soundness

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Net incomeMarch 2016 Target

ROE

Net DER

Automotive : Non-automotive

100.0 billion

12~15%

50：50

Numerical Targets of Long-Term Business Plan

1.5 times or less (excluding goodwill)

Aim for a balanced earnings structure by the fiscal year ending March 2016

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Results in Core Business Areas

Areas where we have an advantage have become apparent

Knock-down production

Automotive

Non-automotive

Distributor & dealer business

Automobile sales finance

Tire installation business

LithiumCompounds

Nanotech materials

Power generation business

Rig chartering business

Iodine/Silica sandPractical clothing manufacturing and sale

Food resources(Paprika production, tuna farming, etc.)

Mobile

Digital content

e-Commerce

Metal processing business

Rare earthsStorage

batteries, etc.

Construction machinery manufacturing and sale

Parts distribution

Metal recyclingBioplasticsBioethanol

Gasdevelopment

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Key Measures for the Long-Term Business Plan

■ Steady harvesting of existing investments and acceleration of new investments

■ Focused allocation of resources (make value chain oriented investments in areas where the Company can leverage its strengths)

■ Efficiency improvements for a more profitable operating structure

■ Acceleration of global expansion and enhancement of human resource development

The fiscal year ending March 2012 will be a year of acceleration and transformation to achieve the goals of the long-term business plan

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60.065.0

83.0 78.0

（39.0）

（21.0）

（41.0）（22.0） （20.5）

（24.0）（61.0）

（57.5）

250.0

Amount of Investment (Billion yen)

Automotive（58.0）

Non-automotive（7.0）

65.0

（190.0）

（60.0）

March 2007 March 2012 and 2013(Plan)

March 2008 March 2009 March 2010 March 2011

Key Policies for the Fiscal Year Ending March 20121．(1) Aggressive Acceleration of Investment

Accelerate further investment in non-automotive fields

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Accelerate investment in upstream and downstream areas to restructure the value chain

Key Policies for the Fiscal Year Ending March 20121．(2) Main Areas of Investment in the Next Two Years

Automotive

Natural gasRare earthsLithiumGrains

OtherNon-automotive

Development of coil centersDevelopment of tire installation business HEV/EV businessOther

RecyclingDistribution networkBio- and renewable energyElectric power

Other

Dealer and peripheral businesses

LifestyleHealth/Nursing care/MedicalFood-related

Other

Upstream(Resource-related)

Midstream(Trade, manufacturing

& processing)

Downstream(Retail)

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Key Policies for the Fiscal Year Ending March 20122. Organizational Restructuring to Expand New Business Creation

Strengthen linkage between product strategies and functions to create new businesses

Until March 2011 From April 2011

Metals

Machinery & Electronics

Automotive

Energy & Chemicals

Produce & FoodstuffsConsumer Products, Services & Materials

Global Strategic Integration

Metals

Automotive

Produce & Foodstuffs

Consumer Products, Services & Materials

Chemicals & Electronics

Machinery, Energy & Project

Global Production Parts & Logistics

Administrative

Realize synergy between the logistics and automotive parts businesses

Expand the Machinery, Energy & Project business model

Respond to fading boundaries between materials industry and electronics field

Increase efficiency by integrating functional support divisions

Goals of Organizational Restructuring

Administration

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Financial Policy

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About Our Financial Strategy

① Working Capital・ Limit working capital turnover

to minimum required (cut immoderation, waste and unevenness)

⇒Set targets every year (PDCA)

Working capital

Fixed assets

Short-term funding

Long-term funding

Shareholders’equity

② Fixed Assets・ Accumulation of well-

sselected investments

③・Improve Toyotsu Value Achievement (TVA), an internal benchmark, for

efficient deployment of financial resources ・Promote risk asset management based on improved asset efficiency

(Details on next page)

④ Interest-bearing Debt・Funding to match asset

characteristics・Stable, low-cost funding

⇒ ・Global commitment lines・Region-by-region CMS

⑤ Shareholders’ Equity・Emphasis on cost of equity ・Proactive investment while improving financial soundness・Returns to shareholders

・ROE・Emphasis on net debt-

to-equity ratio (DER)

Basic Concepts of Our Financial Strategy

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Risk Management Policy

◆ Risk Asset Management PolicyRisk Asset Management Policy

1）Keep total risk within a sustainable range (RA≦RB)2）Secure earnings to justify risk taken (Min.R/R≧Cost of equity)

RA(Risk assets)

about ¥400 billion

RB(Risk buffer;

mainly net worth)about ¥550 billion RA：RB ratio (RA/RB) ⇒ about 0.73

R/R (Risk/Return): After-tax ordinary income/RA⇒about 16%

March 31, 2011

Risk Asset Management (RAM)

With investments expected to increase in each business area to achieve the goals of the long-term business plan and vision, efficient use of resources will be even more important. Therefore, we will prioritize risk assets allocated to new businesses and review risk assets in existing businesses to speed up execution of strategies.

Evolution of Risk Management・Promotion of integrated risk management・Continuation and enhancement of qualitative risk management in business execution

(internal controls, compliance, etc.)・Promotion of creation of a consolidated risk management system

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Financial Targets

Average ROE of 12Average ROE of 12--15% 15% over mediumover medium--toto--long termlong term

Maintain a low debt level that allows us to keep an “A” rating even when conducting large-scale M&A⇒ Emphasis on net DER as an

indicator of financial soundness

Equity

Net income exceeding equity cost⇒ Emphasis on ROE as an

indicator highly correlated with equity cost

Debt

MaintainMaintain net DERnet DER (excluding(excluding goodwill) goodwill) at at 1.5 times1.5 times or lessor less

◆ Build a financial structure for sustained growth through reinvestment of profits

Numerical Financial Targets

We will realize our numerical financial targets by achieving the goals of the long-term business plan.

1717

283026

28

16

15.6%

22.7%20.5% 20.8%20.8%

March 2008 March 2009 March 2010 March 2011 March 2012Forecast

Cash dividends per shareConsolidated payout ratio

（Yen / Share）

Dividends are linked to consolidated earnings, with a target consolidated payout ratio of 20%

Shareholder Return Policy

Basic Dividend Policy:

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GLOBAL 2020 VISION

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Commercialspirit Real places,

Real things,Reality

Team power

FundamentalPhilosophy

Vision

Long-term andAnnual Plans

The Toyota TsushoGroup Way

The Toyota Tsusho Group’sFour-tier Conceptual Hierarchy

Clarify and share the targets andsignposts that Toyota Tsusho

Group employees should reachover the next decade

It is imperative that we identify the next milestone

It is vital that we flexibly adapt toan environment in flux

Align our long-term business plan that commencedfrom April 2011 to the goals of our VISION 2015

How can we take full advantage of current and futurechanges? How will we uncover new trading company

functions to meet the needs of a new era?

Why establish a vision now?

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Toward what goals will we advance over the next decade?

The Toyota Tsusho Group’s raison d’etre is a product of its past that transcends the present extendinginto the future. Based on a corporate philosophy that encapsulates the Group’s established principlesand goals, it is our responsibility today to bring to fruition our ideal image of ourselves and vision.

Maintaining an unwavering sense of responsibility

Leading the Toyota GroupGenerating new value as a creation-oriented

company

Garnering our customers’ trust

The Toyota Tsusho Group’sideal image of itself

Corporate Philosophy

Living and prospering together with people, society, and the globe,we aim to be a value-generating corporation that contributes to

the creation of a prosperous society.

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Where should we channel our priorities and focus as we work toward our ideal image of ourselves and vision?

The Toyota Tsusho Group Way

Commercialspirit

Real places,Real things,

Reality

Team power

The Toyota Tsusho Group’sideal image of itself

Harnessing our E.D.G.E

Breakthrough

Evolution

Diversity

Globalization

Expertise

Strengthening our corporate culture

Link, expand, create

Co-creation

Strengthening the growth cycle

Create Expand

Link

In adopting an all-inclusive approach, we will lead the Toyota group and take up the challenge of linking and expanding our collective efforts to create new value in harmonious co-existence.

1. Link our efforts to each company within theToyota group, industry, people, and society

2. Expand our automotive value chain businessknow-how

3. Create new business opportunities

Breaking through the shell of convention by harnessing our E.D.G.E, we will stride steadfastly toward our ideal image of ourselves and vision.

Both as individuals and as an organization we must break free from stagnation. Exceeding individual capacities, we must take personal ownership and responsibility for promoting innovative change.

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Results in Core Business Areas

Areas were we have an advantage have become apparent

Knock-down production

Mobility

Life & Community

Distributor & dealer business

Automobile sales finance

Tire installation business

LithiumCompounds

Nanotech materials

Power generation business

Rig chartering business

Iodine/Silica sandPractical clothing manufacturing and sale

Food resources(Paprika production, tuna farming, etc.)

Mobile

Digital content

e-Commerce

Metal processing business

Rare earthsStorage

batteries, etc.

Construction machinery manufacturing and sale

Parts distribution

Metal recyclingBioplasticsBioethanol

Gasdevelopment

Earth & Resources

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In which business fields will we strive for further growth as wework toward realizing our ideal image of ourselves and vision?

Non-automotive

Automotive

Non-automotive

Automotive

2010 2020A business field that contributes to the evolution of next-generation automobiles

TRY1

『GLOBAL 2020 VISION』

Realizing a balanced 1:1:1 business portfolio across three operating fieldsIn the life and community field, we will help build a prosperous society as a value-

generating corporation. To this end, we will redouble our efforts to create businesses that deliver wide-ranging value. In this manner, we will endeavor to better serve people and society in the life and community field.

In the earth and resource field, we channel our energies toward promoting increased expansion and growth. By creating new value utilizing methods unique to the Toyota Tsusho Group, we will directly confront global issues encompassing food, resources and the natural environment.

Life & Community

Earth & Resources

In the mobility field, we will anticipate change in the automobile sector. Recognizing the deepening links between automobiles, people and society, together with the associated opportunities that can be expected to arise, we will contribute to business growth and the ongoing evolution of a next-generation mobility culture.

Mobility

Mobility

A business field that contributes to further improvements in living conditions

A business field that helps solve global issues

Life & Community Earth & Resources

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Overview of the GLOBAL 2020 VISION

FundamentalPhilosophy

Long-term andAnnual Plans

The Toyota Tsusho Group Way

Commercialspirit Real places,

Real things,Reality

Team power

Vision

The idealimage

and vision

TRY-1

Breakthrough&

Co-creation

Achieve TRY-1 over the Next 10 Years

A company that recognizes its responsibility toward ensuring a sustainable global environment and industry

A company that will spearhead the Toyota Group, actively leveraging its know-how cultivated in the automotive fields and seeking out new challenges with a robust frontier spirit

A company that consistently generates new value staying ahead of the times

A company that instills a strong sense of confidence and trust, providing peace of mind and safety to its customers

Each and every member of the Toyota Tsusho Group is dedicated to exploring unlimited horizons and creating new valuein harmonious coexistence; placing particular emphasis on business growth in the three fields (Tri Fields) of Mobility, Life & Community; and realizing a balanced 1:1:1 business portfolio by generating synergies.

In our efforts to secure a top ranking we will endeavor to create and develop a workplace environment that is both motivating and rewarding to employees. We will also work diligently to secure aleading presence and standing in an increasing number of countries and regions and create No. 1 businesses through processes that realize a Tri-1 (1:1:1) business portfolio.

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