Previously, Toyota Tsusho’s Mid-Term Business Plan operated under a rolling method in which target values three years ahead were updated annually. However, starting with the Mid-Term Business Plan ending in the fiscal year ending March 2028, we have transitioned to a approach that fixes target values for a three-year period. Accordingly, the Materiality KPIs set in conjunction with the Mid-Term Business Plan are also, in principle, fixed to three-year target values.
In December 2025, the Sustainability Committee concluded that the Materiality KPIs needed to be reviewed in response to recent changes in the business environment, resulting in the following revisions.
[Addition]
Reason for Addition:
Set as an indicator to reflect the total volume handled, anticipating a transition from a business model of "generating and selling electricity" to one of "maximizing, managing, and operating the value of generated energy."
Reason for Revision / Addition:
Evolved from the previous metric of "revenues (sales) of products and services that contribute to energy saving and CO2 emission reductions" in order to more appropriately track and evaluate actual contributions to reducing environmental impact.
[Addition]
Reason for Addition:
Set as an indicator to reflect the total volume handled, anticipating a transition from a business model of "generating and selling electricity" to one of "maximizing, managing, and operating the value of generated energy."
[Addition]
Reason for Addition:
Newly established quantitative KPIs to further promote human capital management.



The automotive industry has entered a once-in-a-century period of profound transformation. The birth and evolution of advanced technologies, such as autonomous driving, artificial intelligence (AI), and the Internet of Things (IoT), are poised to greatly expand the potential of mobility. Toyota Tsusho sees these changes as business opportunities and will aim to reduce the number of road accidents and achieve zero traffic casualties to contribute to the development of a safe and comfortable mobility society by utilizing material innovation and autonomous driving and advanced safe driving support technologies and engaging in such initiatives as improving the traffic infrastructure.
Contents: Reduction of accidents through vehicle maintenance status kaizen (continuous improvement), supply of collision prevention warning devices, onboard cameras, and electronic components for autonomous driving, and other initiatives
Roadmap to Achieving the Target



Climate change is a major issue that affects all life on Earth. To tackle this issue, Toyota Tsusho is actively increasing sales of next-generation eco-cars (HEVs*1, PHEVs*1, BEVs*1, FCEVs*1, etc.), developing infrastructure such as hydrogen stations, reducing vehicle weight by using alternative materials, and securing lithium resources that support increased production of the automotive batteries essential for eco-cars. Our initiatives include reducing automobile CO2 emissions and CO2 emissions throughout product life cycles, including in the logistics business, and eliminating CO2 emissions from factories/plants. Further, we will contribute to the realization of a decarbonized society with renewable energy, leveraging the largest wind power generation company in Japan, Eurus Energy Holdings Corporation, and one of the largest solar power generation companies in Japan, Terras Energy Corporation.
Roadmap to Achieving the Target
Roadmap to Achieving the Target
Roadmap to Achieving the Target
Roadmap to Achieving the Target



Natural resources are not limitless. We must reduce our impact on the environment by efficiently using and reusing these resources. As a trading company involved in manufacturing, Toyota Tsusho considers it a vital mission to consider the environment and secure and stably provide resources.
To effectively use these limited resources, we will turn waste into resources. We will develop recycling businesses including recovery and processing of recyclable resources from scrap generated from end-of-life vehicles (ELVs), in the market, and at factories/plants, secure resources through urban mining, reuse used vehicles and parts, and recycle plastics, thereby contributing to a recycling-based society.
Contens: Iron and non-ferrous metal recycling business
Roadmap to Achieving the Target
Roadmap to Achieving the Target






Toyota Tsusho undertakes local infrastructure development, industrial development, job creation, and other measures to solve social issues in developing countries in Africa and other regions through its automotive business and other business activities.
In Kenya, for example, we have been working as a strategic business partner of the country to support the realization of its national vision. Using this experience as a pilot model, we will promote the autonomy of the people who live there by developing basic infrastructure to improve living environments and providing opportunities for occupational training, while achieving the growth of Toyota Tsusho.
Roadmap to Achieving the Target
Roadmap to Achieving the Target
Roadmap to Achieving the Target
Analysis of changes


All corporate activities are supported by social trust and sustained by social confidence. Toyota Tsusho does its utmost to ensure safety at related companies and the safety of all workers. We are constantly engaged in activities that earn society’s trust and confidence, such as conducting safety education activities at plants and offices using our Practical Safety Workshop and ensuring high levels of quality that guarantee safety and (COCE) security.
In our day-to-day operations, we define specific codes of conduct for all sites and offices, both in Japan and overseas, and strictly comply with laws and regulations such as those concerned with preventing corruption or anticompetitive behavior. We are improving our management transparency and enhancing our corporate governance.
Analysis of changes and actions taken
Based on the beliefs that safety and compliance are the cornerstones for all work and that safety management is a matter of human resources development, Toyota Tsusho conducts safety and health education not just for Toyota Tsusho Group employees but, upon request, also for the employees of suppliers.
We conduct rank-based safety and health training for new employees, mid-level employees, managers, and executives and are expanding the scope of safety and health education by conducting training for persons involved in operations at suppliers.
To heighten employee sensitivity to danger by having them experience hazardous work, in 2009 we established a Practical Safety Workshop at Toyota Steel Center Co., Ltd. The workshop offers simulations of 60 different types of hazards, including being squeezed between objects and dangers involving heavy items. Educational materials on predicting six types of hazards have also been prepared. Workshop attendance is also open to the personnel of suppliers who take part in Toyota Tsusho’s Safety and Health Cooperation Council. The workshop serves to raise awareness regarding safety and health. In the fiscal year ended March 31, 2025, a total of 755 persons, including 131 participants from 10 suppliers, took part in these workshops, and the cumulative number of participants since their establishment, including business partners, reached 11,871.
Taking into consideration that since Toyota Tsusho is a trading company and much of its work takes place in offices, in the fiscal year ended March 31, 2017, we began conducting Office Safety Workshops and taking measures to raise awareness of safety regarding office work. In the fiscal year ended March 31, 2025, approximately 100 persons participated in the program, and to date more than 1,000 participants from the Toyota Tsusho Group have attended.




Toyota Tsusho promotes Diversity, Equity & Inclusion (DE&I) as part of its management strategy.
We aim to create work environments that leverage the strengths of diverse personnel and are undertaking reforms to implement more flexible and productive ways of working.
Also, we are working to develop human resources who can create business from a global perspective and who can achieve success in the global market, and are providing occupational training opportunities to local communities and actively developing human resources within and outside the company who are valuable to and contribute to society. Starting with our company, we are taking measures to eliminate child labor and forced labor from our entire supply chain, thereby improving the labor environment from various perspectives as a company that values and protects people.
Roadmap to Achieving the Target
Roadmap to Achieving the Target